Factors affect deviant behavior of employees in hoa phat group

Hypotheses used this research includes five construct: one dependent construct Deviant Behavior and four independent constructs: Job Overload, Job Stress, Role Conflict and Ambiguity and

RESEARCH PROJECT

(BMBR5103)

FACTORS AFFECT DEVIANT BEHAVIOR

OF EMPLOYEES IN HOA PHAT GROUP

Advisor’s Assessment

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Advisor’s signature

ACKNOWLEDGEMENT

This project consumed huge amount of work, research and dedication Still, implementation would not have been possible if I did not have a support of many individuals and organizations Therefore I would like to extend our sincere gratitude to all of them

First of all I am thankful to Mr Nguyen The Khai (DBA),who has support my class how to do a research project and apply SPSS software into research Moreover, he had even personally gone through and give valuable advised to every individual in class With his superior knowledge and experience, the research project would like in quality

of outcomes, and thus his support has been very essential

I would like to express sincere thanks toward employees of Hoa Phat Group who devoted their time and knowledge in the implementation of this project

Nevertheless, I also specially thank to my family and colleagues for their kind operation and encouragement which help me in completion of this project

co-Once again, I thank very much to all

Nguyen Phuong Quynh Student

TABLE OF CONTENTS

LIST OF TABLES 8

ABSTRACT 9

CHAPTER I: INTRODUCTION 10

INTRODUCTION ABOUT HOA PHAT GROUP 10

Overview of the company 10

Business activities 12

Business objectives 13

Group structure 14

RESEARCH INTRODUCTION 16

Research problem statement 16

Significance of research 17

Research objective 17

Research questions 18

Limitation of research 18

CHAPTER II: LITERATURE REVIEW AND HYPOTHESES 19

LITERATURE REVIEW 19

Job Characteristic (Job Overload) 19

Job Stress 20

Job Roles (Role Conflict And Ambiguity) 22

Work-Family Conflict 24

Deviant Behavior 27

HYPOTHESES 27

RESEARCH MODEL 28

CHAPTER III: RESEARCH METHOD 29

DATA COLLECTION METHOD 29

MEASURE OF EACH CONSTRUCT 29

Job Overload 29

Job Stress 31

Role Conflict And Ambiguity 33

Work-Family Conflict 36

CHAPTER IV: ANALYSIS AND RESULTS 41

CRONBACH'S ALPHA (RELIABILITY) 41

Cronbach's Alpha standard applied 41

CRONBACH'S ALPHA OF CONSTRUCTS 42

Job Overload (JO) 42

Job Stress (JS) 42

Role Conflict And Ambiguity (RC) 43

Work-Family Conflict (WF) 43

Deviant Behavior (DB) 44

STATISTICS INFORMATION 44

Descriptive statistics 44

HYPOTHESIS TESTING 45

HYPOTHESIS PROPOSED 45

CHAPTER V: CONCLUSION 47

SUMMARY OF THE RESULT 47

DISCUSSION AND RECOMMENDATION 48

Discussion 48

Recommendation 49

LIMITATION 51

REFERENCES 52

APPENDIX 58

Appendix 1: Survey 58

Appendix 2: Presentation 70

LIST OF TABLE

Table 1: Group Structure 14

Table 2: Corporation Structure 15

Table 3 : Research model 28

Table 4: Cronbach 's Alpha - Internal Consistency 42

Table 5: Cronbach's Alpha of Job Overload 42

Table 6: Cronbach's Alpha of Job Stress 42

Table 7: Cronbach's Alpha of Role Conflict and Ambiguity 43

Table 8: Cronbach's Alpha of Work - Family Conflict 43

Table 9: Cronbach's Alpha of Deviant Behavior 44

Table 10: Descriptive statistics 44

Table 11: Model summary 45

Table 12: Coefficients 46

This result of these surveys shall be statistically analyzed by software SPSS version 22 Hypotheses used this research includes five construct: one dependent construct (Deviant Behavior) and four independent constructs: Job Overload, Job Stress, Role Conflict and Ambiguity and Work - Family Conflict

I hope this research will help CEO and managers of Hoa Phat Group have some reference in order to have some strategies on how to minimize job stress, conflicts so that employees can be more efficient and productive in the workplace

Keywords in this research: Deviant Behavior, Job Overload, Job Stress, Role Conflict

and Ambiguity, Work - Family Conflict

CHAPTER I: INTRODUCTION

INTRODUCTION ABOUT HOA PHAT GROUP

Overview of the company

Hoa Phat Group is one of the leading private industrial production groups in Vietnam Starting with a trading company specializing in construction machines since 8/1992, Hoa Phat alternately extended to the field of Furniture (1995), Steel Pipe (1996), Steel (2000), Refrigeration (2001), Real Estate (2001) In 2007, Hoa Phat restructured to a Group model, in which Hoa Phat Group Joint Stock Company is the parent company and other member companies and allied companies In 15/11/2007, Hoa Phat was officially listed in the Vietnam Stock Exchange with ticker “HPG”

After the restructure, Hoa Phat has many great strides in which the most prominent progress was implementing of Hoa Phat steel integrated complex project in Hai Duong province with the steel production technology from iron ore to steel, and invest to exploit minerals to create input for steel production Currently, Hoa Phat is located at Top 3 of largest steel producers in Viet Nam

As at 1/2014, Hoa Phat Group has 13 member companies with the major businesses: Steel production - Mining – Coke production – Real estate - Furniture Manufacturing –

Construction accessories and equipment with many factories in Ha Noi, Hung Yen, Hai Duong, Lao Cai, Yen Bai, Ha Giang, HCM City, Binh Duong province

The steel production and related products such as coke, iron ore accounted for over 80% of revenue are key business of the Group Hoa Phat Furniture is a reputable brand with the largest market share of office furniture in Vietnam Besides, real estate, industrial park, urban area is also another key sector of the Group

The annual revenue of Hoa Phat Group reaches about USD 900 millions and plan to reach USD 1,2 billions in 2014

Hoa Phat Group profile

Transaction name: Hoa Phat Group Joint Stock Company

Business Registration Certificate No.: 0900189284

2 Producing rolling steel and roof fabrication;

3 Producing steel pipes and galvanized ones, stainless ones;

4 Producing and trading non-ferrous metal and non-ferrous metal scrap;

5 Refining steel and casting iron;

6 Manufacturing and trading coke coal;

7 Mining for metal ores; trading metals, metal ores and metal scrap;

8 Manufacturing and trading construction and mining equipment;

9 Producing interior furniture for offices, households and schools;

10 Manufacturing, trading, assembling, repairing, and maintaining electric, electronic, refrigeration, civil electric products and air conditioners;

11 Investing and building infrastructure for industrial zones and urban areas;

12 Real estate business

- Sustainable cooperation, reliable partner, bringing long-term value to shareholders

- Promote talent, wisdom and bring better life to members of the company

- Prospects of investment expansion to contribute significantly to the prosperity of

Vietnam

Group structure

(Table 1: Group Structure)

RESEARCH INTRODUCTION

Research problem statement

Workers today certainly have more stress due to the increased responsibility and work added due to smaller workforce Stress is a serious problem for front office employees

This study is to investigate both employees in predicting workplace deviance Deviant workplace behavior is a prevailing and costly phenomenon in Hoa Phat Group It includes a wide range of negative acts conducted by employees to harm the organization and its members The research have identified that deviant workplace behavior is a very serious problem in Hoa Phat Group To reducing deviant organizational behavior because it can be a very disruptive and costly problem in terms

of both the financial toll it takes in the company and the emotional toll it takes in employees Deviance has often been recognized as a reaction to frustrating organizational stressors, such as financial, social, and working conditions found that the increasing tension in corporations that has resulted from economic changes, increasing global competitiveness, work - family conflict, role conflict has led to significant levels of misconduct

With regard this problem, this study was conducted to examine the relationship between Deviant Behavior with Job Overload, Job Stress, Work - Family Conflict and Role Conflict and Ambiguity in Hoa Phat Group

Significance of Research

With the research results, management of the company could adjust the policy and set out a strategy to help employees by decreasing work tension In addition, employees can balance between work and family in order to enjoy happy life Besides, it also improve employee loyalty to the organization and further, contributed to the strengths

of the company increasingly stronger in the future

Research objective

This study mainly seeks to achieve the following objectives:

1 To investigate the reasons why the employee stress in the workplace

2 To identify the factors that may to cause deviant behaviors

3 To suggest some solutions based on research finding to decrease deviant behaviors

Research questions

Based on the discussion above, and to accomplish the objective of this study, these research questions have been formulated:

1 How is the impact job overload on deviant behavior?

2 How is the impact job stress scale on deviant behavior?

3 How is the impact work - family conflict on deviant behavior?

4 How is the impact role conflict and ambiguity on deviant behavior?

Furthermore, this survey use English which make confusion for the reader when they answer it

CHAPTER II: LITERATURE REVIEW AND

HYPOTHESE

LITERATUTE REVIEW

Job Characteristics ( Job Overload)

Job overload represents the weight of the hours, the sacrifice of time, and the sense of frustration with the inability to complete tasks in the time given Gmelch et al (1992) cite the time, pace, and pressure as major factors contributing to stress and burnout Job overload arises as a complex factor in the qualitative studies conducted by Duke (1988) and Whitaker (1996) Duke interviewed high achieving principals who considered leaving their jobs

Having too much to do with too little time to do it is a common perception in the workplace This problem, often referred to as work or role overload, can be caused by a variety of factors Things such as unrealistic deadlines, lack of appropriate break periods, and increasingly heightened expectations are common causes of work-related stress that exist throughout a wide variety of occupations (Shimazu & Kosugi, 2003) Other harmful factors that are related to work overload include rapid change, disordered multitasking, uncertainty, and interruptions during work While it is possible for many hours of concentration on a well-defined job to have a positive effect

on a person’s mental state, it is also possible for less than an hour of chaos in the workplace to have a hazardous effect on a person’s health (Zohar, 1999)

People who serve as managers and supervisors are most susceptible to work overload One potential explanation for this is the open-ended nature of the managerial job (Johns & Saks, 2001) The difficulties encountered when trying to juggle the demands of superiors with the needs of subordinates has the potential to provoke a lot

of stress Different personality types can also result in different ways of handling a heavy workload For example, research indicates that introverts have notably different coping mechanisms for stress than extroverts (Dormann & Zapf, 2002) These mechanisms can vary in effectiveness when handling organizational stressors such as work overload Another factor that relates to how people are influenced by heavy workloads is sex For males, work stress is more strongly related to concerns about roles in the power structure of an organization, whereas female employees experience more severe stress when a conflict exists between job requirements and family relationships (Vagg, Spielberger, & Wasala, 2002)

Job Stress

Job Stress is basically the negative effects of excessive pressure or other types

of demand placed on employees at work Stress is not a disease it is a state, but if stress becomes excessive disease for a very long time then it effects on mental and physical

health According to Safety, (1999) work stress is defined as the harmful physical and emotional responses that occur when job requirements do not match the worker’s capabilities, resources, and needs Managing work related stress is very much important for any organization because due to this employees will not do work properly and this will lead the organization towards loss as Palmer, Stephen, Cooper,& Thomas, (2004) described in his research related to job stress that stressed workers are also more likely to be unhealthy, poorly motivated, less productive and less safe at work and their organizations are less likely to succeed in a competitive market

Job stress is also called work related stress some studies show that management role is also very important for job stress Kahn &Quinn, Stress in organization Role Stress, (1970) have found in their research that workers in an organization can face occupational stress through the role stress that the management gave role stress means anything about an organizational role that produces unfavorable cost for the individual There is a strong relationship between work stress and home many researchers did research on this as Alexandros-Stamatios,(2003) have found in their research that home-work interface can be known as the overlap between work and home; the two way relationship involves the source of stress at work affecting home life and vice versa affects of seafaring on home life, demands from work at home, no support from

home, absent of stability in home life It asks about whether home problems are brought to work and work has a negative impact on home life and deviant behaviors Multiple task performance is also reason of job stress many studies have been found on this as Cascio, (1995) and Quick (1997) founded in their research that rapidly changing global scene is increasing the pressure of workforce to perform maximum output and enhance competitiveness Indeed, to perform better to their job, there is a requirement for workers to perform multiple tasks in the workplace to keep side by side of changing technologies Townley, (2007) in his study indicates that the majority of the workers were unhappy with the current culture where they were required to work extended hours and manage with large workloads while simultaneously meeting production targets and deadlines

Job Roles (Role Conflict And Ambiguity)

The concept of social role draws attention to the fact that different members of the role set may not hold compatible expectations for the focal person and this may lead to role

conflict Role conflict can happen when one member of the role set requests the focal person to behave in two incompatible ways It can also happen when pressure sent by

one of the role senders to the focal person opposes the pressure sent by another role sender (Katz and Kahn 1978)

Role ambiguity simply means the focal person doesn't know what he/ she is supposed

to do A certain amount of information is required for adequate role performance First,

the focal person needs to know his/her role set and their different expectations; his/her

rights, duties and responsibilities Second, he/she should know what kinds of activities

would fulfill those responsibilities Third the focal person should know the possible consequences of role performance or non-performance for himself/herself as well as

for his/her role set On top of that the person needs to know the kind of behaviors which are satisfying or frustrating for his/her personal needs and values The concepts

of role conflict and role ambiguity were introduced by Kahn et al (1964) to investigate

the mental health of individuals in organizations due to rapid

changes in technology and the slow process of user' adaptability In a nationwide study

of male wage and salary workers, they discovered that almost half of them were facing

noticeable role conflict Since then, research on role conflict and role ambiguity tends

to be on roles for which some polarizations of differences among role senders seemed

likely Roles like the role of industrial foreman, salesperson, teacher and manager have

been studied and role conflicts have been found to contribute to distress These effects were associated with lower levels of job satisfaction, decreased commitment as well as increased tension and a higher likelihood of leaving the organization (Jackson and

Schuler, 1985) In a more recent study, Floyd and Lane

(2000) investigated the inconsistent expectations that managers face in the renewal process of their organizations, based on the need to deploy the existing competences

and to create new ones In another study, Tang and Chang (2010) studied the effects of role conflict and role ambiguity on employee creativity Research tends to focus on the

effect of role conflict and ambiguity on the focal person, rather than on members of the

role set, or in this case, of the team This is particularly relevant for construction

projects where each team member has a very specific skill that is not easily replaced, should they decide to leave

Work - Family Conflict

Some of the work-family conflict research has focused on construct measurement, including the measurement of the direction and process of interaction between work roles and family roles (Kossek & Ozeki, 1998)

The changing face of the workforce has increased the amount of research looking at how people manage the demands of both work and family With both professional and personal responsibilities, women in particular are faced with a significant challenge when reconciling these demands Greenhaus and Beutell (1985) defined work-family conflict as “a form of friction in which role pressures from the work and family domains are mutually incompatible in some respects” Research suggests that people will spend more time engaged in roles that are most important to them, therefore

leaving less time for other roles, which increases the opportunity for the person to experience role conflict (Greenhaus & Beutell, 1985)

Greenhaus and Beutell (1985) completed a comprehensive review of extant family conflict research In the review they described three different types of work-family conflict: time-based conflict, strain-based conflict, and behavior-based conflict Time-based conflict occurs because “time spent on activities within one role generally cannot be devoted to activities within another role” (Greenhaus & Beutell,1985) Time-based work/family conflict can take two forms One form of time based work-family conflict occurs when time obligations from one role make it physically impossible to fulfill expectations from another role For example, a scheduled responsibility at work would make it physically impossible for an employee to stay home to care for a child who is home sick from school By the simple fact that people cannot be in two places

work-at once, fulfilling work responsibilities may not allow for the flexibility needed to meet family role expectations Another form of time-based work- family conflict occurs when pressures from one role create a preoccupation with that role, making it more difficult to meet the demands of another role In this form of conflict, a person may be physically able to complete responsibilities stemming from multiple roles, but an emotional or mental preoccupation makes this more challenging This type of time-based work/family conflict can take many forms, depending on the work and family

meeting because of a discipline problem a son or daughter is having at school In this case, the time- based strain materializes because of a mental preoccupation from one role, making it more difficult to complete the responsibilities of another role

A second form of work/family conflict is strain-based conflict Strain-based work- family conflict is when “roles are incompatible in the sense that the strain created by one makes it difficult to comply with the demands of another” (Greenhaus & Buetell, 1985) Work-family conflict that results from strain from a given role exists when this strain affects one’s performance in another role For example, a stressful day at work may make it more difficult to sit patiently with a child struggling with homework, or increased family responsibilities may make it more difficult to complete a work obligation on time In this way, strain from one role, which can include stress, tension, anxiety, irritability, and fatigue, makes it more challenging to fulfill obligations from another, competing role

The final type of work-family conflict defined by Greenhaus and Buetell (1985) is behavior-based conflict, in which “specific patterns of in-role behaviors may be incompatible with expectations regarding behavior in another role” For example, a male managerial business executive might be expected to be aggressive and objective

on the job, but his family members may have different expectations of him While at work certain behaviors are expected; while at home, interacting with his family, other behaviors are expected

Deviant behavior

Deviant workplace behavior continues to be a problem in organizations and has been reported to have a damaging impact on organizations (Appelbaum, Deguire, & Lay, 2005; Mawritz et al., 2012) There is a growing interest in this topic among researchers (Bennett & Robinson, 2000, 2003; Colbert, Mount, & Dalal, 2005; Dunlop & Lee, 2004; Harter, Witt, & Barrick, 2004; Marwitz et al., 2012) and evidence has shown that managers’ perceptions of employees’ overall performance are strongly affected by deviant behavior (Rotundo & Sackett, 2002) Deviant workplace behavior has been defined as an intentional behavior that violates organizational norms and poses a threat

to the well-being of an organization or its members, or both (Robinson & Bennett, 1995) Examples of deviant workplace behavior include theft, fraud, sabotage, vandalism, absenteeism, spreading rumors, aggression, and sexual harassment One of the main harmful outcomes of such behaviors is the economic threat faced by organizations (Bennett & Robinson, 2003; Appelbaum, Deguire, & Lay, 2005)

HYPOTHESES

Based on the theoretical basis of the above, we would propose four hypotheses (H)

influence to Deviant Behavior below:

 H1: There is a positive relationship between Job Overload with Deviant

 H3: There is a positive relationship between Role Conflict and Ambiguity with Deviant Behavior

 H4: There is a positive relationship between Work - Family Conflict with

Deviant Behavior

RESEARCH MODEL

(Table 3: Research Model)

CHAPTER III: RESEARCH METHODS

DATA COLLECTION METHOD

In this study, the research was designed and sent to the entire employees at Hoa Phat Group include General Director, Vice General Directors, manager, subordinate and employees working at Hoa Phat Group We prepared 300 questionnaire, we delivered independent surveys to all participants We given them six days for answering all the questionnaires, and then we collect it in one week The final result, we collected back

Reliability

Coefficient alpha values ranged from 72 to 81 (Dwyer & Ganster, 1991; Phelan, Bromet, Schwartz, Dew, & Curtis; 1993; Sargent & Terry, 1998; Wallace, 1997)

Validity

Job overload correlated positively with hours worked competitiveness, firm size, and absenteeism and correlated negatively with work satisfaction, job satisfaction, and professional commitment (Dwyer & Ganster, 1991: Phelan et al., 1993; Sargent & Terry, 1998, Wallace, 1997)

Source

Caplan, R.D., Cobb, S., French, J.R.P., Van Harrison, R., & Pinneau, S.R (1980) Job

demands and worker health Ann Arbor: University of Michigan, Institute for Social

Research Items were taken from Appendix E, pp.238-239 Copyright © 1980 Reproduced with permission

Items

Responses for items 1 to 4 are obtained on a 5-point Likert- type scale where 1 =

rarely, 2 = occasionally, 3 = sometimes, 4 = fairly often, and 5 = very often

1 How often does your job require you to work very fast?

2 How often does your job require you to work very hard?

3 How often does your job leave you with little time to get things done?

4 How often is there a great deal to be done?

Reponses for items 5 to 11 are obtained on a 5 - point Likert - type scale where 1 =

hardly any, 2 = a little, 3 = some, 4 = a lot, and 5 = a great deal

5 How much slowdown in the workload do you experience?

6 How much time do you have to think and contemplate?

7 How much workload do you have?

8 What quantity of work do others expect you to do?

9 How much time do you have to do all your work?

10 How many projects, assignments, or tasks do you have?

11 How many lulls between heavy workload periods do you have?

Job Stress Scale (Parker and Decotiis 1983)

Description

This measure was developed by Parker and Decotiis (1983) The measure uses 13 items to measure job stress along two dimensions One dimensions is time stress (feelings of being under constant pressure) and the second dimension is anxiety (job-related feelings of anxiety) Jamal and Baba (1992) used a shortened version of the Job Stress Scale consisting of nine of the items

Reliability

Coefficient alpha values ranged from 71 to 82 (Jamal, 1990; Schaubroeck & Merrit, 1997; Xie & Johns, 1995) In Jamal and Baba (1992), alpha for the nine- item version was 83

Validity

Job stress was negatively correlated with organizational commitment and job satisfaction and positively correlated with role ambiguity and overload (Jamal & Baba, 1992) Factor analyses have shown that time stress and anxiety are empirically distinct dimensions (Melamed et al., 1991; Xie & John, 1995)

Source

Parker, D.F., & Decotiis, T.A (1983) Organizational determinants of job stress Organizational Behavior and Human Performance, 32, 160-171 Items were taken from Table 2, p 169 Copyright © 1983 by Academic Press Reproduced with permission

Items

Responses are obtained using a 5 - point Likert - type scale where 1 = strong disagreement and 5 = strong agreement with the following statements Items denoted with (9) were used in the nine - item version (Jamal & Baba, 1992)

Time stress items:

1 Working here makes it hard to spend enough time with my family

2 I spend so much time at work, I can't see the forest for the trees

3 Working here leaves little time for other activities

4 I frequently get the feeling I am married to the company

5 I have to much work and too little time to do it in (9)

6 I sometimes dread the telephone ringing at home because the call might be related (9)

job-7 I feel like I never have a day off (9)

8 Too many people at my level in the company get burned out by job demands (9)

Anxiety items:

1 I have felt fidgety or nervous as a result of my job (9)

2 My job gets to me more than it should (9)

3 There are lots of times when my job drives me right up the wall (9)

4 Sometimes where I think about my job I get a tight feeling in my chest (9)

5 I feel guilty when I take time off from my job (9)as

Role Conflict and Ambiguity

Description

This measure was developed by House, Schuler, and Levanoni (1983) to address criticisms that other measures for role conflict and ambiguity were possibly confounded with stress and comfort That is, other role conflict measures used items that were "stress worded," whereas other role conflict measures used items that were

"comfort worded." In developing this measure of role conflict and ambiguity, House and colleagues (1983) developed and tested scale for both construct using a pool of 43

stress/ comfort and self/other worded statements The conflict factor contained items worded in terms of stress caused by other parties

Reliability

Coefficient alpha values for the role conflict and role ambiguity scales ranged from 79

to 86 (O'Driscoll & Beehr, 1994; Westman, 1992)

Validity

Role ambiguity correlated positively with role conflict, employee uncertainty, psychological strain, turnover intensions, job dissatisfaction, job decision latitude, and employee psychological distress (O'Driscoll & Beehr, 1994; Westman, 1992) Harris (1991) found evidence that employee role conflict and ambiguity may result only when the sources are perceive as external Employees may categorize internal sources of role conflict and ambiguity differently

Source

House, R.J., Schuler, R.S., & Levanoni, E (1983) Role conflict and ambiguity scales: Reality or artifact? Journal of Applied Psychology, 68(2), 334-337 Items were taken from Table 1, p.336 Copyright © 1983 by the American Psychological Association Reprinted with permission

Items

Responses are scored on a 7 - point Likert - type scale where 1 = strongly disagree and

7 = strongly agree

Role ambiguity items:

1 My authority matches the responsibilities assigned to me (R)

2 I don't know what is expected of me

3 My responsibilities are clearly defined (R)

4 I feel certain about how much authority I have (R)

5 I know what my responsibilities are (R)

6 I have clear planned goals and objectives for my job (R)

7 The planned goals and objectives are not clear

8 I don't know how I will be evaluated for a raise or promotion

9 I don't know what is expected of me (R)

10 Explanations are clear of what has to be done (R)

11 My boss makes it clear how he will evaluated my performance (R)

Role conflict items:

1 I often get myself involved in situation in which there are conflicting requirements

2 There are unreasonable pressures for better performance

3 I am often asked to do things that are against my better judgment

4 I receive an assignment without adequate resources and material to execute it

5 I have to buck a rule or policy in order to carry out an assignment

6 I receive incompatible requests from two or more people

Items denoted with (R) are reserve scored

Work - Family Conflict

Description

This measure, developed by Kopelman, Greenhaus, and Connolly (1983), uses eight items to assess the extent of the interrole conflict that occurs between work and family roles (work-family conflict) Grandey and Cropanzano (1998) suggest that by reversing the wording of the items so that the stressor is family demands, the measure can also be used to describe the spillover of family responsibilities to work roles (family - work conflict)

Reliability

Coefficient alpha values for the eight - item measure of work - family conflict ranged from 78 to 90 (Adams et al., 1996; Goff, 1990; Grandey & Cropanzano, 1998; Thomas & Ganster, 1995; Wallace, 1999)

Validity

Work - family conflict correlated positively with job involvement, work role conflict, work role ambiguity, work time demands, family role conflict, and family time demands It correlated negatively with social support from work and family, family satisfaction, job satisfaction, and life satisfaction (Adams et al., 1996; Carlson & Perrewé, 1999) When both the work family conflict items and the items reworded to

assess family-work conflict were examined in a factor analysis, two distinct factors were found with the items loading appropriately on the separate factors

Source

Thomas, L.T., & Ganster, D.C (1995) Impact of family supportive work variables on

work - family conflict and strain: A control perspective Journal of Applied

Psychology, 80(1), 6-15 Items were taken from the appendix, p.15 Copyright © 1995

by the American Psychological Association Reprinted with permission

Items

Responses are obtained using a 5 - point Likert-type scale where 1 = strongly disagree and 5 = strongly agree

1 My work schedule often conflicts with my family life

2 After work, I come home too tired to do some of the things I's like to do

3 On the job, I have so much work that it takes away from my other interests

4 My family dislikes how often I am preoccupied with my work while I' m at home

5 Because my work is demanding at times I am irritable at home

6 The demands of my job make it difficult to be relaxed all the time at home

7 My work takes up time that I'd like to spend with my family

8 My job makes it difficult to be the kind of spouse or parent that I'd like to be

Deviant Behavior

Description

This measure, developed by Aquino, Lewis, and Bradfield (1999), uses 14 items to describe two categories of deviant employee behaviors The two categories are interpersonal deviance and organizational deviance Interpersonal deviant behaviors inflict harm upon other individual and include such actions as making an ethnic or racial slur against a co-worker or making an obscene gesture at a co-worker Organizational deviance includes behavior that are directed at the organizational itself

or its systems, such as calling in sick when not really ill, lying about the number of hours worked, or purposely ignoring a supervisor's instructions