Managing Organizational Deviance

Roland Kidwell is an associate professor of management in the College of Business Administration at Niagara University (NY).  He has a PhD in business administration from Louisiana State University.  His research interests include withholding effort in work groups and other collectives, business ethics and human resource issues in small businesses.  His research has appeared in various academic journals including the Academy of Management Review, Journal of Management, Journal of Accounting and Public Policy, Small Group Research and Journal of Business Ethics.  He co-authored the text, HRM from A to Z, Critical questions asked & answered (2001: McGraw-Hill Irwin). Christopher L. Martin is Dean of the Frost School of Business and holder of the Linco Eminent Scholars Chair of Business Administration at Centenary College of Louisiana. Prior to joining Centenary, Dr. Martin was professor and chair of the Department of Management and Marketing at Louisiana State University in Shreveport. His writings have addressed organizational fairness, anger and disruptive workplace behavior, technologically driven change, organizational downsizing, human resource management strategy, trust, and leadership. His research has appeared in numerous journals, including The Journal of Applied Psychology, The Academy of Management Journal, Journal of Management, OBHDP, and Administrative Sciences Quarterly. In addition, the managerial implications of this work have been noted by The Wall Street Journal, The Washington Post, The New York Times, CNN, USA Today and Business Week. Dr. Martin co-author of the McGraw-Hill/Irwin text, HRM From A to Z.

• CHAPTER 1. The Prevalence (and Ambiguity) of Deviant Behavior at Work: An Overview - Roland E. Kidwell Jr., & Christopher L. MartinCASE 1.1. Columbia/HCA Health CareCASE 1.2. The Undercover Operator - Anita Mancuso and Timothy O. IrelandCHAPTER 2. Why Good Employees Make Unethical Decisions: The Role of Organizational Culture, Reward Systems and Managerial Oversight - Jennifer Dunn and Maurice E. Schweitzer CASE 2. Sears AutomotiveCHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace CHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace CHAPTER 3. The Role of Leaders in Influencing Unethical Behavior in the Workplace - Linda Klebe Treviño and Michael A. BrownCASE 3. Bernard Ebbers: Innovative Leader or Reckless Risk Taker CHAPTER 4. Badmouthing the Company: Bitter Employee or Concerned Corporate Citizen - Robert J. Bies and Thomas M. TrippCASE 4. Web Revenge on HealthSouth CorporationCHAPTER 5. Withholding Effort at Work: Understanding and Preventing Shirking, Job Neglect, Social Loafing and Free Riding - Nathan Bennett and Stefanie E. NaumannCASE 5. The Low-Quality LoafersCHAPTER 6. Managing Noncompliance in the Workplace - Danielle E. Warren CASE 6. Noncompliance at Dow Chemical CHAPTER 7. The Difficulties of Telling the Truth at Work - Steven L. GroverCASE 7.1. George O′Leary′s Résumé CASE 7.2. Janet Cooke and the Washington PostCHAPTER 8: Bullying and Harassment in the Workplace - Gina Vega and Debra R. ComerCASE 8. Kellie′s DilemmaCHAPTER 9. Discouraging Employee Theft by Managing Social Norms and Promoting Organizational Justice - Edward C. Tomlinson and Jerald GreenbergCASE 9. The Purloined PasswordCHAPTER 10. Managing Organizational Aggression - Mark J. Martinko, Scott C. Douglas,Paul Harvey, and Charles JosephMark J. Martinko, Scott C. Douglas, Paul Harvey, and Charles JosephCASE 10. Disney or Bust CHAPTER 11. Addictive Behaviors in the Workplace - Paul RomanCHAPTER 12. "I Deserve More ′Cause My Name′s on the Door": Entitlement, Embededdness and Employee Deviance in the Family Business - Rebecca J. Bennett, Stefan Thau and Jay ScoutenCASE 12. Adelphia Communications and The Rigas FamilyCHAPTER 13. Organizational Deviance and Culture: Oversights and Intentions - Linda Thorne and Joanne JonesCASE 13. The Bob Smith Affair - Skye Susans and Alan J. Fish