Research about deviant behaviors at vinacafe (vietnam)

Hypotheses used this research includes five constructs: one dependent construct Deviant Behaviors and four independent constructs Job Overload, Frustration With Work, Role Conflict and A

Ho Chi Minh City, July 2016

MASTER OF BUSINESS ADMINISTRATION

INTERNATIONAL PROGRAM



RESEARCH PROJECT (BMBR5103)

RESEARCH ABOUT DEVIANT BEHAVIORS

ADVISOR’S ASSESSMENT

-

(July 2016)

NGUYEN THE KHAI (DBA)

TABLE OF CONTENTS

ACKNOWLEDGMENTS 6

ABSTRACT 7

PART ONE: INTRODUCTION 8

Introduction VINACAFE 8

The formation and development of the Corporation Vietnam Coffee 8

Enterprises participating in supply - Export 9

Capacity Analysis coffee export business of VINACAFE 10

Organization structure and corporate culture 11

Mix organizational structure 11

Corporate culture 11

Research problem statement 13

Research objectives 13

Research scope 14

Significance of research 14

PART TWO: LITERATURE REVIEW 15

Definition of Constructs 15

Deviant Behaviors 15

Job Overload 16

Frustration With Work 17

Role Conflict and Ambiguity 20

Work - Family Conflict 21

Hypotheses 24

PART THREE: METHODS 26

Data collection 26

Design template scale 26

Data collection progress 37

Data analysis 37

PART FOUR: RESULTS 38

Cronbach’s Alpha 38

Cronbach’s Alpha standard applied 38

Cronbach’s Alpha of constructs 38

Statistics information 40

Descriptive statistics 40

Correlation statistics 40

Hypotheses testing 41

Hypothesis proposed (H1) 42

Hypothesis proposed (H2) 42

Hypothesis proposed (H3) 43

Hypothesis proposed (H4) 43

PART FIVE: CONCLUSIONS 44

REFERENCES 46

SURVEY 49

PRESENTATION 54

LIST OF TABLE

(Figure 1: Chart of the orgnization of VINACAFE) 11

(Figure 2 Research model) 25

(Table 1: Deviant Behaviors) 28

(Table 2: Job Overload) 30

(Table 3: Frustratio With Work) 31

(Table 4: Rolr Conflict and Ambiguity) 34

(Table 5: Work-Family Conflict) 36

(Table 6: Time table for data collection progress) 37

(Table 7: Cronbach’s Alpha - Internal Consistency) 38

(Table 8: Cronbach’s Alpha of Deviant Behaviors) 38

(Table 9: Cronbach’s Alpha of Job Overload) 39

(Table 10: Cronbach’s Alpha of Frustration With Work) 39

(Table 11: Cronbach’s Alpha of Role Conflict and Ambiguity) 39

(Table 12: Cronbach’s Alpha of Work-Family Conflict) 40

(Table 13: Descriptive statistics) 40

(Table 14: Correlation statistics) 41

(Table 15: Model Summary) 42

(Table 16: Coefficients) 42

Next, the result of these surveys shall be statistically analyzed by software SPSS version 22 (copyright of IBM) Hypotheses used this research includes five constructs: one dependent construct (Deviant Behaviors) and four independent constructs (Job Overload, Frustration With Work, Role Conflict and Ambiguity, Work-Family Conflict )

I hope results of this research will help the CEO; managers of VINACAFE have some reference angle in human resource management to improve and increase our quality resource based on deviant behaviors of employees as well as you should have perception clearly that deviant behaviors of employees will impact to working effective, ability of competitiveness of the company on real market

PART ONE: INTRODUCTION

Introduction VINACAFE

The formation and development of the Corporation Vietnam Coffee

Coffee Corporation Vietnam international transaction name is VIETNAM NATIONAL COFFEE CORPORATION (abbreviated as VINACAFE) was established under Decision No 251 / TTg dated 29/04/1995 of the Prime Minister and operates on the the regulations issued with Decision No 44-CP dated 15/07/1995 of the Prime Minister VINACAFE predecessor of the Union of Vietnam coffee factory, founded on 10.13.1982 by Decision 174 / HĐBT of President of the Council of Ministers (now the Prime Minister)

VINACAFE has about 37,000 hectares of land in the Central Highlands coffee growers Of the 57 members, there are 40 units VINACAFE agricultural production, with 4 units of large import-export business, 5 processing factories high quality coffee beans processing plant and 1 instant coffee Large best of Vietnam - VINACAFE 'Bien Hoa

Enterprises participating in supply - Export

Most of the units in operation in the field VINACAFE coffee are coffee suppliers Either grow supply or collected from other growers to supply on the market or supply to the units in VINACAFE

The wholesale purchase and export coffee VINACAFE:

- Vinacafé Bien Hoa Joint Stock Co

- THE HANDS NGUYEN COFFEE INVESTMENT IMPORT - EXPORT JOINT STOCK

- Company Material Supply Coffee Processing Export (Macopex)

- Coffee Company Iasao

Lines of business Vinacafe include:

Investments, investment management and direct production, sales in the lines, key areas are:

- Cultivation, production and business Coffee, cocoa, rubber, pepper, cashew, sugarcane, tea, food plants and other industrial plants; forestry, mining and forestry, forest products and related services; rearing, fishing, marine and related services

- Investment in the industrial processing of agricultural products: Coffee, tea, rubber, cocoa, pepper, sugar, honey

- Production and trading of fertilizers and materials, consumer goods for production and daily life

- Animal breeding, production and processing of animal feed, food processing

- Construction of traffic works, irrigation, reclamation, management, use and exploitation of irrigation and hydropower

- Training and technology transfer related to the cultivation, production and processing of coffee and other agricultural goods, forestry and aquatic products; consultancy, providing labor exports

- Investments in equity of subsidiaries, joint-stock companies, limited liability companies and other companies operating under the provisions of law

Purpose, mission and strategy

Enhancing the standards of food safety

Hold 1st place in Vietnam in the coffee industry and successful participation in the new sectors

Vinacafe brand will be widely available in key markets abroad as the US, ASEAN, North-East Asia, China and Eastern Europe

The main task of the Corporation VINACAFE is nuclear ensure agricultural production, mainly on seeds

Capacity Analysis coffee export business of VINACAFE

Human Resources

Total workforce: 21,900 people, including:

- Public employee social insurance contributions: 15 160 people

- Workers venture, links social insurance contributions: 4,040 people

- Workers seasonal labor contracts: 2,700

- Workers contracted orchards contract: 15 714 people

- Ethnic Labor (workers and seasonal contracts): 2,900 people Overall, industry forces abundant number of experienced, skilled, love the industry, working interest In particular, the direct business staff is experienced, enthusiastic and high professional level However the number of skilled workers

is still very low, so this is not a favorable thing for VINACAFE

Manage

Despite the many changes in the organization Each time the management level is raised, staff rejuvenation Especially since the decision to establish operations VINACAFE its charter was issued However, before the period of

fierce competition today, the very need for organizing, rearranging apparatus in VINACAFE appropriate and more effective in order to mobilize and focus and strengthen financial management and control to improve the efficiency of control because the current reality still exists some unprofitable business units caused great damage to State property

Organization structure and corporate culture

Mix organizational structure

(Figure 1: Chart of the orgnization of VINACAFE) Corporate culture

Corporate culture is the values, beliefs, forms of business people together

to recognize and think, speak, act as a habit

SUBSIDIARY COMPANIES

FARM COMPANIES

PRODUCTIO

N UNITS MATERIALS

DIRECTOR BOARD

SUPERVISORY BOARD

THE DIRECTORS OFFICES

CORPORATION

JOINT STOCK COMPANY

FACTORIES REGIONAL

PRODUCTION COMPANY

Export Company (PARENT) BUSINESS

Import-UNITS

Corporate culture is the "soul" of the enterprise, like the spiritual life and personality of a human being, and is the deciding success or failure of the company in the long run

Tangible: Uniforms, slogans, rituals, regulations, company soundtrack, internal journal, activities,

Invisible: attitude, style, habits, thinking of the people in the organization Corporate culture expressed through thoughts, behavior, habits of pupils in the organization, not the other things in the bill

Corporate culturela dominant factor most of the company results If the company has no clear Corporate culturero is like a man without a goal-oriented life and do not know where to go

The company has grown to a solid background Corporate culture, life of a company with a solid background culture many times greater life span of that business leaders

Cultural differences are mainly derived from the values pursued, the dream, the vision, the mission of the company to pursue All these elements are formed from subjective opinion of the founder companies, over time they become firm and become personalities or characteristics of that company

* So the goal of building corporate culture of VINACAFE is:

Develop clear corporate culture

Committed leadership on building corporate culture

Readiness to cooperate and participate in the deployment of a team of businesses and employees in the enterprise

Planning, roadmap articles in the deployment of evaluation results

Choosing the right partner suitable advice, professionalism and efficiency

To maintain the corporate culture should have a clear reward and punishment system and individual activities through regular repeating create habits in the long term behavior of companies

To control corporate culture must have the inspection activities, revalued to edit, correct direction and goals clear recruitment process for screening new personnel values must match the company

To change and improve as needed to fit the new situation, requires companies to have a team in charge of corporate culture Requirements for this team is to understand the corporate culture in general, in addition to the system permeability values that the founders pursued and competent to decide

Research problem statement

Negative deviance to be motivated behavior by an employee or group of employees that has negative consequences for an individual or group of individuals within the organization, or the organization itself For human relations, such behaviors have negative consequences and are in some way motivated Our conceptualization of negative deviant behaviors recognizes that there is intention or awareness on the part of the individual exhibiting the behavior as to the potential ramifications of that behavior Thus, the behaviors of

a manager who makes an incorrect decision, an office employee who inadvertently offends a client or a production worker who accidentally causes a fire in a factory do not fit into the dark side arena This study is to investigate the employee in predicting workplace deviance

In this regard with, this study was conducted to examine the relationshipDeviant behavior between Job overload,Frustration with work,Role conflict and ambiguity, work - family conflict in VINACAFE

Find out the appropriate solutions to improve the outstanding issues in order to overcome the deviant behavior

Research scope

The scope of research is for the entire employees at VINACAFE, includes: General Director, Vice General Directors, managers, subordinate and employees working at VINACAFE; it does not include: Chairman, Board of Directors, Shareholder, Supervisory Board, and employees are under probation period or in maturity leave

The survey scope is within the territory of Vietnam, which about 500 employees of VINACAFE

Contents of this research are only including factors influencing to Deviant Behaviors at VINACEFE; it does not have intention of re-structuring, changing and replacing the employees

This survey was conducted from Jun to Jul 2016

Significance of research

With this study the company's managers can find out what measures and appropriate policies to reduce the stress of employees at work Thereby to enhance the sense of responsibility and loyalty of employees to organize

PART TWO: LITERATURE REVIEW

Definition of Constructs

Deviant Behaviors

Muafi (2003) conducted a research on the causes and effects of deviant workplace behaviors The basic objective of the research was to have insights into the manufacturing firms which particularly faced negative deviant workplace behaviors The purpose of this study was to identify the causes and after effects of deviant workplace behaviors The research highlights the key deviant behaviors such as intentions to quit, dissatisfaction among the employees

Aron and Bolin (2001) conducted a study of the relationship between attitude and bad behavior for abnormal behavior of employees The main purpose

of the study was to gain an insight of employee deviance that is the challenge for businesses

Steven and Mathieu (2002) studied the relationship between ethics to deviant workplace behavior The purpose of this study was to perform a literature review of existing research that has been done concerning the causes and effects

of workplace deviance them in relation to ethics in which specific organizations The study was measured by a question which was later circulated in reply The results of this study clearly shows that the deviant behavior makes sense in the organization so that steps must be taken to solve these problems

Robinson and Bennett (1995) introduced a typology of deviant workplace behavior including the interpersonal aspect

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)

Job Overload

Although many studies have been conducted on stress, this term is still subject to “divergence of opinions and is covered by a mask of confusion” [Barkhuizen & Rothmann, 2008, p 321] According to Lazarus [1990, p 4],

“stress is a multivariate process involving inputs, outputs and the mediating activities of appraisal and coping” Occupational stress is defined as the perception of a discrepancy between environmental demands (stressors) and individual capacities to fulfill these demands in the job [Topper, 2007; Vermunt & Steensma, 2005] Stressors are the factors which cause stress Stress can be positive (the good stress or eustress [Selye, 1956] when it inspires and encourages On the other side, distress is the bad stress, the one that gets the person irritated and eventually leads to dysfunctional consequences [Rees & Redfern, 2000]

According to the Person-Environment Fit (PE-Fit) theory [French & Kahn, 1962; French & Caplan, 1972], stress and strain at work come into action in the interaction of a person with his job environment, particularly when the challenging environment at job creates a threat for the individual, which ends up

in an incompatible PE-Fit and ultimately leads to physical and psychological strain [French, Caplan & Harrison, 1982] Karasek [1979] in his Demand–Control model of job strain mentioned that workers experiencing high psychological demands (e.g high workload and conflicting roles) and low decision latitude (e.g having no freedom in one’s job) are more likely face distress The Demand–Control model also highlighted the positive effects of social support from supervisors and colleagues [Karasek et al., 1982]

The PE-Fit theory and the Demand-Control model are considered as two of the most important contributions to explain job stress and strain, and they have guided the construction of many measures of job stress [Vagg & Spielberger, 1998]

Chronic and continual stress ultimately results in a state of exhaustion and fatigue termed as burnout [Cherniss, 1980] According to Maslach & Jackson [1986], burnout consists of three dimensions: the first dimension is emotional exhaustion, where the individual is in a state of depletion of emotional resources and feels worn out The second is depersonalization which is a negative, cynical attitude towards one’s work or the recipients of one’s care (e.g students in the case of teachers’ burnout) The third dimension of burnout is decreased personal accomplishment, marked by a sense of inefficacy, negative self evaluation and inadequacy with reference to job performance Burnout is a work-related syndrome that mostly influences human-service professionals [Togia, 2005, p.130] and it is often regarded as a serious problem among teachers [Van Horn et al., 1997] It has been mainly found in individuals who come across high level of interaction with the public and whose job demands include a high sense of ideals, for example medical professionals and teachers [Evers et al., 2005] It is also the result of excessive workload, conflicting values, lack of rewards or role pressures [Maslach & Leiter, 1999; Lee & Ashforth, 1996]

Frustration With Work

Burnout is defined as a psychological syndrome of emotional exhaustion, depersonalization and reduced personal accomplishment in response to chronic interpersonal stressors on the job (Maslach 1993; Maslach, et.al., 2000) While initial research was conducted in the social service arena, current research indicates that significant proportions of the population, from factory workers to surgeons, have advanced stages of burnout (Golembiewski, Boudreau, Sun & Luc 1998) Self-reporting of burnout is most often labeled as feelings of frustration (Keenan & Newton 1984) Symptoms experienced by individuals range from mild frustration, anxiety and depression to more severe emotional reactions often described as emotional exhaustion, or the draining of emotional resources (Daily

1970; Koocher, 1979) Other symptoms include a feeling of depersonalization, described as the development of negative, cynical attitudes towards the recipients

of one's service (Maslach 1993; Maslach, et.al., 2000; Schaufali & Burenk 1996), sense of helplessness, progressive apathy, colds and illness in times of stress, becoming angry with clients and coworkers, feeling of immobilization and being pressured, overzealous relief at the end of the day, disillusionment with field of work, increased alcohol or drug use, and work related dreams with anxiety and guilt (Koocher, 1979; Lewis 1980; Lee & Ashforth 1990; Renjilan, Baum & Landry 1998) Organizational factors identified as contributing to burnout include multiple sponsorship of social work agencies, increased regulation, role conflict, downsizing, and role ambiguity These organizational factors are of particular concern in the current practice climate of increased privatization (Lewandowski, 1998; Rosenthal, 2000) managed care (Crotty, 1999; U.S GAO, 1998), and the projected budget problems currently being experienced in governments across the country (Eaton, 2002) Role conflict and ambiguity, that is, lack of clarity as to what is expected, appropriate, or effective behavior, may be brought about by lack

of communication about job expectation and roles, conflict with coworkers or supervisors (Decker & Borgen 1993; Siefert, Jayaratne, Davis-Sacks, & Chess, 1991; and Snapp 1992), differences between organizational policy and expectations and individual expectations of fairness and equity (Spence, Leschinger, Finegan & Shamian 2001), or value conflict with social work or personal values (Harrison 1980) Inadequate communication and unrealistic expectations result in staff overload (Ray 1991) and feelings of isolation (Riordan

& Saltzer 1992) Social service workers can also become frustrated when more time is spent on paperwork than with clients (Gomez 1995) While pay does not appear to be the motivating factor to work, workers often seek the intrinsic value

of the opportunity to help or to have a sense of purpose (Blandertz & Robinson 1997) To further emphasize the impact of the work environment, studies have shown that burnout may be caught from co-workers or supervisors on the job through negative communication (Bakker & Schaufeli 2000; Geurtz, Schaufeli &

De Jonge 1998; Mirvis, Graney, & Kilpatrick 1999) Both age and gender have

been associated with workplace frustration and burnout However, inadequate skills and lack of experience may explain the age differences in levels of burnout,

as younger workers are more likely to be inexperienced (Koeske & Kirk, 1995; Rowe 2000) Female workers compose a large percentage of the person-centered working population and may present their own particular problems Women are often "other focused" and may have difficulty asking for help and support and in communicating their own needs (Davidson & Forester 1995; Gilligan 1982)

To summarize, sources of workplace frustration leading to burnout may originate within the organization, though individual characteristics can contribute

to one's ability to cope with high stress work environments Role conflict and ambiguity, value conflicts, feelings of isolation, and working with high stress clients or in high stress fields of practice are some of the key organizational factors identified in the literature as contributing to burnout In terms of individual characteristics, younger workers and women tend to be more vulnerable to burnout than older workers and men Engaging in Dialogue to Address Workplace Concerns When considering strategies for addressing and preventing burnout, Arches (1997) described a process of dialogue in which workers could develop a more critical understanding of themselves as workers in relationship with the organization, themselves, colleagues, the community, and their personal relationships By engaging in a dialogue, workers could become empowered, decrease their sense of powerlessness and isolation, and be better prepared to address unsatisfactory workplace conditions As a guide for dialogue, Arches identified four broad areas, each containing a series of questions for dialogue aimed at working toward organizational change The questions were based on earlier research that identified organizational factors that were experienced by burned out workers (Arches, 1994; 1991) These broad areas were: decision-making, labor processes, bureaucratization, and the extent to which participants perceive burnout to be a private or public issue

While Arches' primary purpose for identifying these areas may have been

to serve as a guide for dialogue to develop an action plan, the questions reflect many of the organizational factors identified in the research literature as potential

contributors to burnout Consequently, these questions were used to develop the data collection instruments for this study

Role Conflict and Ambiguity

While stress has been studied frequently in the West, there has been little research on the topic in Southeast Asia One recent study carried out in the People’s Republic of China found higher job stress for Chinese managers with Type A personalities (Xie & Jamal, 1993), but little else has been reported in research journals Pakistan appears to be a prime country in Southeast Asia to study stress due to the rapid transformation of the city-state from a British colony have had to adjust to both the positive and negative effects of the quickened pace

of life in a modern, industrialized nation

Role conflict and role ambiguity are among the antecedents of work stress which have been most cited in the research literature (Fisher & Gitelson, 1983) Role conflict, that is pressure to perform in two or more incompatible ways, has been tied conclusively to occupational stress in Western research It has also been demonstrated to be a factor in job dissatisfaction and propensity to leave the organization one works for ever since the classic work of Kahn and his colleagues (Kahn, Wolfe, Quinn, Snoeck & Rosenthal, 1964; Rizzo, House & Lirtzman, 1970; House & Rizzo, 1972; Hamner & Tosi, 1974; Van Sell, Brief & Schuler, 1981; Stout & Posner, 1984; Fang & Baba, 1993; Cordes & Dougherty, 1993)

Role ambiguity, the lack of clear and specific information regarding work role requirements, has also been linked repeatedly with job stress and low job satisfaction (House & Rizzo, 1972; Hamner & Tosi, 1974; Ivancevich & Donnelly, 1974; Wright & Thomas, 1982; Cordes & Dougherty, 1993) Since role conflict and role ambiguity are issues in most Western organisations, they must be faced by Pakistani managers as well

Many individual difference variables have been studied as moderators, that

is, as characteristics which may either intensify or weaken the relationship among role conflict/role ambiguity and job stress Most of these are personality variables including the need for achievement (Johnson & Stinson, 1975; Abdel-Halim,

1980), tolerance of ambiguity (Kahn, et al, 1964; Lyons, 1971; Ivancevich & Donnelly, 1974; Miles & Petty, 1975) and locus of control (Organ & Greene, 1974; Szilagyi, Sims & Keller, 1976; Abdel-Halim, 1980; Baths, 1980) The present study included two moderator variables — locus of control and tolerance

of ambiguity Locus of control was outlined by Rotter (1966) as the extent to which people believe that they control the outcomes in their lives (internal locus

of control) versus those outcomes being dependent on fate, luck or powerful others (external locus of control) Research has frequently demonstrated that

“internals” tolerate role ambiguity and role conflict better than “externals” and are less stressed (Organ & Greene, 1974; Szilagyi, ci a!, 1976; Jackson & Schuler, 1985) Locus of control may he particularly important to study in an Asian society where many people have been raised to believe that fate plays a big part in their

success

Work - Family Conflict

They often carry heavy workload and The current issue and full text archive of this journal is available experience work-family conflict and family-work conflict that are conflicts in the work-family interface (e.g Choi and Kim, 2012; Davidson et al., 2011; Deery, 2008).Work-family conflict refers to “a form

of inter role conflict in which the general demands of, time devoted to, and strain created by the job interfere with performing family-related responsibilities” and family-work conflict refers to “a form of inter role conflict in which the general demands of, time devoted to, and strain created by the family interfere with

401).Frontline employees in the hospitality industry experience conflict in the work-family interface due to the unavailability of a family-supportive work environment (Magnini, 2009) That is, since many hospitality firms are devoid of family-friendly programs and benefits, employees are unable to establish a balance between their work (family) and family (work) roles These stressful and demanding situations engender emotional exhaustion, which is the initiator of the burn out syndrome and is a psychological response to stressors on the job (Cordes and Dougherty, 1993) Specifically, emotional exhaustion is associated with the

depletion ofenergy and emotional resources due to heightened stressors on the job (Boles et al.,2000).Heavy workload and conflicts in the work-family interface, coupled with emotional exhaustion, impede retention of employees and result in poor service delivery Therefore, there is a need for closely examining employee retention in the hospitality industry (Davidson et al., 2010) As an employee retention strategy, job embeddedness consists of three dimensions: links, fit, and sacrifice Links are defined as “formal or informal connections between a person and institutions or other people” and fit refersto “an employee’s perceived compatibility or comfort with an organization and with his or her environment” (Mitchell et al., 2001, p 1105) Finally, sacrifice refers to “the perceived cost of material or psychological benefits that may be forfeited by leaving a job” (Mitchell et al., 2001, p 1105) When employees are confronted with excessive job demands and cannot manage two directions of conflict between work and family roles, they experience emotional exhaustion Such employees in turn are less embedded in their jobs and display poor job performance According to the health impairment process of the job demands-resources ( JD-R) model, the presence of job demands(e.g work overload) heightens strain (e.g emotional exhaustion) that in turn leads to negative or undesirable employee outcomes (e.g ineffective job performance) (Bakkerand Demerouti, 2007; Hakanen et al., 2006).Grounded in this backdrop, this study proposes and tests a research model there motional exhaustion mediates the effects of work overload, work-family conflict, and family-work conflict on job embeddedness and job performance

These relationship sare evaluated using data obtained from frontline hotel employees and their managers in Romania, which is an under-represented country

in job embeddedness research The current study contributes to the hospitality management and marketing literature in the following ways First, a scrutiny of extant research reveals that there are empirical studies associated with the consequences of job embeddedness Such consequences are low levels of turnover intentions/voluntary turnover and elevated levels of in-role and extra-role performances (e.g Halbesleben and Wheeler, 2008;Karatepe and Ngeche, 2012; Lee et al., 2004; Sun et al., 2011) However, very little is Effects of work overload known about the antecedents of job embeddedness (Holtom et al., 2012; Ng and

Feldman, 2011).Only a handful of empirical studies examined individual and/or organizational variables that made employees become embedded in their jobs For example, in a study of employees in a state department of corrections, Bergiel et

al (2009) demonstrated that compensation, growth opportunity, and supervisor support predicted job embeddedness Sun et al (2011) found that psychosocial capital enhanced job embeddedness among nurses in China In Ng and Feldman’s (2011) study conducted with managerial employees in various industries, it was reported that contractnon-replicability and social networking behaviors acted as full mediators in the relationship between internal locus of control and job embeddedness Karatepe and Ngeche’s (2012) recent study showed that work engagement was an antecedent to job embeddedness for a sample of frontline hotel employees in Cameroon.The abovementioned studies delineate variables enhancing employees’ jobembeddedness However, there is a dearth of empirical research pertaining to individual, situational, and/or organizational variables reducing employees’ job embeddedness (Holtom et al , 2012) Poor training, excessive job demands, conflicts in the work-family interface, unsocial work hours, and job insecurity appear to be among problems facing the global hospitality industry(e.g Davidson et al., 2011; Poulston, 2008; Ryan et al., 2011; Yang et al., 2012) Such problems appear to hinder employee retention and erode employee performance Work overload, work-family conflict, and family-work conflict are three stressors that are frequently experienced by frontline employees

in the hospitality industry (e.g Deery,2008; Karatepe, 2008) Frontline employees also often experience (emotional)exhaustion (Kim et al., 2007; Liang, 2012)

Recognizing this void in the current literature, this study investigates emotional exhaustion as a mediator of the effects of work overload, work-family conflict, and family-work conflict on job embeddedness Second, an inspection of extant research depicts mixed findings regarding the effects of work-family conflict and family-work conflict on job performance (Gilboaet al., 2008; Karatepe, 2008) Empirical evidence pertaining to the relationship between (emotional) exhaustion and job performance is not clear-cut, either (Castanheira and Chambel, 2010; Karatepe, 2011) Using self-report data might have been partially responsible for inconsistent findings concerning the relationship between

two directions of work-family conflict and job performance (cf Witt and Carlson, 2006) and the association between emotional exhaustion and job performance (cf Castanheiraand Chambel, 2010) With this realization, unlike the majority of past and recent studies, the present study tests emotional exhaustion as a mediator of the effects of work overload and conflicts in the work-family interface on job performance with manager ratings Third, frontline employees are always expected to provide quality services to customers and display successful recovery efforts in the organization Unless management is committed to mitigating the detrimental effects of stressors and strain on employees’ job performance, any efforts to increase their job performance are doomed to failure from the start From an internal marketing perspective, it is important for managers to do a great job with their employees if they want them to be high performers in the workplace (cf Ahmed et al., 2003) Therefore, the results of this study would provide useful

implications for managers for business practice

H3: There is a positive relationship between Role Conflict and Ambiguity

with Deviant Behaviors

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

Deviant Behaviors

Research model

(Figure 2 Research model)

PART THREE: METHODS

Data collection

Design template scale

Deviant Behaviors

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 worker or making an obscene gesture at a 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

Source

Aquino, K., Lewis, M.U., Bradfield, M (1999) Justice constructs, negative affectivity, and employee deviance: A proposed model and empirical test Journal

of Organizational Behavior, 20, 1073 - 1091 Items were taken from Table 1, p

1082 Copyright © 1999 Reproduced by permission of John Wiley & Sons Limited

Items

Responses are obtained using a 5 - point Likert-type scale where 1 = never, 2 = one to three times, 3 = four to ten times, 4 = eleven to twenty times, and 5 = more than twenty times Interpersonal deviance items: 1 Made an ethnic, racial, or religious slur against a co-woker 2 Swore at a co-worker 3 Refused to talk to a co-worker 4 Gossiped about my supervisor 5 Made an obscene comment or gesture at a co-worker 6 Teased a co-worker in front of other employees

Organizational deviance items:

1 Intentionally arrived late for work

2 Called in sick when I was not really it

3 Took undeserved breaks to avoid work

4 Made unauthorized use of organizational property

5 Left work early without permission

6 Lied about the number of hours I worked

7 Worked on a personal matter on the job instead of working for my employer

8 Purposely ignored my supervisor's instructions

Below there are five levels 1-5 respectively Please circle corresponding to your level

1 = Never, 2 = One to three times, 3 = Four to ten times, 4 = Eleven to twenty times, 5 = more than twenty times

(Table 1: Deviant Behaviors) Job Overload

Description

This measure, developed by Caplan, Cobb, French, Van Harrision, and Pinneau (1980), uses 11 items to describe an employee's job overload This focuses on the employee's perception of quantitative job overload (rather than mental strain or psychological pressure) It asks for description of the perceived pace and amount

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?

Below there are five levels 1-5 respectively Please or circle corresponding to your level

1 = Rarely, 2 = Occasionally, 3 = Sometime, 4 = Fairly often, 5 = Very often