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Proposal topic:
The impact of UEMs Policy and Procedure
On Workplace Deviance
Student Name:
Nurul Aina Binti Jamaludin
Student ID:
2013896048
SUPERVISOR:
Shaira Binti Ismail
CO-SUPERVISOR:
Dr. Rushita Ismail
Date of submission:
1st April 2016
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DATE RECEIVED:
TABLE OF CONTENT
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Figure No. 1 shows the analysis of resignation and attrition of UEM Group including
subsidiaries under them. From the figure, the attrition rate recorded is 17.3%, but total loss
from the attrition that gives impact to the companies is 7.6%.
The number collected is considered very low as it consists of seven companies with their
own businesses and specialization in the industry.
The attrition rate is a data collected to show the reduction in the number of the
employees in a company through normal means, such as retirement and resignation. The
staff who resigned in the UEM Group are due to their own desire to resign. PLS ASK YOUR
SUPERVISOR, ARE THESE ACCEPTABLE IN UEM???
THIS DATA TO YOUR STUDY OBJECTIVES
PROBLEM STATEMENT
The pie-chart below is the statistical data that shows the number of employees who
received show-cause letter for late attendance. This data shows only for UEM Group and is
not including other subsidiaries companies.
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Figure No. 2 shows the number of employees who receive a show-cause letter for the
reason of late attendance. The data only states the percentage for 2013-2015, a slight
increase in terms of percentage.
have been issued that is in 2014. The only misconduct cases that result in an expulsion in
the UEM Group are late attendance and poor performance. This shows that UEM Group has
a small ?????? number (CAN U CONVERT THESE PERCENTAGES INTO NUMBER COZ
THE PERCENTAGE IS QUITE HIGH BUT WE MENTION HERE AS A SMALL
NUMBER ??? of misconduct cases reported.
From these both data collected, we will run a study to see the effectiveness of the UEM
policy and procedure in preventing a workplace deviance in their employees and
environment.
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1.4.5
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3.2.2
3.2.3
3.2.4
Production Deviance
Behaviors that directly interfere with work being performed in the
organization
Property Deviance
Employees destroying or misusing an organizations property
Political Deviance
Milder interpersonal harmful behavior
Personal Aggression.
Harmful interpersonal behavior
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relationship between negative affectivity and workplace deviant behaviour (Alias, Rasdi,
Ismail and Samah, 2013 p.161).
The second predictor under individual-related factors, there is a negative relationship
between low conscientiousness and workplace deviant behavior (Alias, Rasdi, Ismail and
Samah, 2013 p.161). Individual with low in conscientiousness involves in various destructive
behavior in the workplace (Mount and Barrick, 1995).
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behavior
(Berry
et
al.,
2007).
In
contemporary personality
psychology,
performer, implement ethical values in the workplace and tends to be a better corporate
employee towards his or her organization.
3.3.2 Organizational-related factors
The fifth predictor under organizational-related factors is negative relationship
between organizational ethical climate and workplace deviant behavior (Alias, Rasdi, Ismail
and Samah, 2013 p.161). Organizational ethical climate can be referred as a morally way of
doing things in the work environment and the level of ethics practiced within a company.
Example of organizational ethical climate practices is when the employer cares about the
well-being of the employees and their family by giving bonuses every three months. Sims
(2003) revealed that ethical climate promotes an ethical culture through normative behavior
in the organization and creates conducive working condition. This is why, if the
organizational ethical climates have negative relationship, then a workplace deviant may
occurs in the work environment.
The sixth predictor is the negative relationship between organizational justice and
workplace deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). When there is
injustice in the work environment, the workplace deviant may happen because of several
reasons such as jealousy, dissatisfaction, misunderstanding and so on. This can cause such
disruptive behaviors and damaging effect to the relationship of the colleagues in the
workplace. Ambrose et al. (2002) has categorized justice into three dimensions that are
procedural justice, distributive justice and lastly interactional justice. The procedural justice
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that is used in the business world is about creating policies and procedures that take all
perspectives and concerns into consideration before making any great decisions that may
impact the life of the employees in an organization. Meanwhile, distributive justice is all
about being fair to everyone by following the commonly accepted standard in an
organization. For example, creating the work hours of the employees by following the
common standard of working hours of a country. Lastly, is an interactional justice. It is a
theory containing about the interpersonal relationship between colleagues after a procedure
has been implemented in the organization. The interaction that is meant under this theory
can be either polite or rude.
Seventh predictors are the negative relationship between perceived organizational
support and workplace deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). In
the individual perspective, perceived organizational support refers to employees global
belief concerning the extent to which the organization values their contribution and cares
about their well-being (Eisenberger et al, 2001). Thus this shows that when a company gives
support and direction towards the career development of their employees, the employees
will have some kind of motivation to make the organization to reach the specified goals and
become better for themselves.
3.3.3 Work-related factors
The predictors of workplace deviant under work-related factor are the negative
relationship between work stress and workplace deviant behavior (Alias, Rasdi, Ismail and
Samah, 2013 p.161). Stress can be described as a negative emotional state that can turn
into aggression and become dangerous to the people in the work environment. The general
strain theory supports notion that individuals react to stressful job conditions which produce
negative emotions and eventually causes them to develop negative behavior (Spectors ,
2007b).
And lastly, there is a negative relationship between job autonomy and workplace
deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). A job autonomy can be
described as a power given by the employer to the employee, when an employee is given a
power they will have a really high sense of responsibility towards their action or duty as an
employee. Thus, this will give them the confidence that they need to really perform a task.
Spector (2007b) pointed out that employee who believe that they have little control of their
jobs are more likely to engage in destructive acts. Workplace deviance can be described as
one of the destructive acts of an employee because they do not have the legitimate power in
the company so they have to resort to anything possible to make the employer hears them.
3.4 Workplace deviant theory
3.4.1 Mount et al.s (2006) model
Mount et al.
(2006)
Social
Exchange
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Theory (1986)
Norm of
reciprocity
(1960)
In their studies, they determined the association between job satisfaction and
workplace deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). Social exchange
theory explained that individuals who perceived that they are receiving unfavorable
treatments are more likely to feel dissatisfied (Alias, Rasdi, Ismail and Samah, 2013 p.161).
Consistent with norms of reciprocity, when individuals are dissatisfied with their employers,
they may reciprocate with destructive behavior as a way to react to such situations (Alias,
Rasdi, Ismail and Samah, 2013 p.161). Thus, this shown workers who have any
dissatisfaction towards their work environment, they will tend to act aggressively either to
themselves or to their colleagues.
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(if only two persons available, just take from other HR depts., such as
OR OTHER
Other than that, for this research, the secondary data will be used. Secondary data is
a data collected from previous research. In this research, internal sources of the data will be
used. Example of the internal sources of data is companys regulations handbook, company
records, annual reports and the employees handbook. This study also will refer to empirical
journals on the internet.
FEB
MAR
- Problem statement
- Research objective
- Research question
- Significant
Literature Methodology
Methodology
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APR
MAY
JUN
- Population
- Sample
- Measurement
Data Collection
Analysis / Findings
Report Writing
Alias, M., Rasdi, R. M., Ismail, M., & Samah, B. A. (2013). Preditors of workplace
deviant behaviour: HRD agenda for Malaysian support personnel . Emerald
Insight, pp.161-182.
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Everton, W. J., Jolton, J. A., & Mastrangelo, P. M. (2007). Be nice and fair or else:
understanding reasons for employee deviant behaviors. Journal of
Management Development , 117-131.
Kidwell Jr., R. E., & Kochanowski, S. M. (2005). The Morality of Employee Theft:
Teaching about ethics and deviant behavior in the workplace. Journal of
management education, 135-152.
Lawrence, T. B., & Robinson, S. L. (2007). Ain't Misbehavin: Workplace deviance
as organizational resistance . Journal of management, 378-394.
Ma'bol, M. (31 March, 2016). Showcause letter - Late attendance. (N. A.
Jamaludin, Interviewer)
Southey, K. (n.d). A typology of employee explanations of misbehaviour: An
analysis of unfair dismissal case . Journal of industrial relations, 81-102.
Srivastava, S. (2012). Workplace passion as a moderator for workplace deviant
behaviour-job satisfaction relationship: A comparative study between
public sector and private sector managers. Asia-pacific journal of
management, 517-523.
Tuna, M., Ghazzawi, I., Yesiltas, M., Arslan, S., & Tuna, A. A. (2016). The effect of
perceived external prestige of the organization on employee deviant
workplace behavior: the mediating role of job satisfaction . International
Journal of Contemporary Hospitality Management , 366-396.
UEM. (28 February, 2014). Code of conduct handbook. Kuala Lumpur Sentral,
Kuala Lumpur , Malaysia: UEM.
UEM. (1 January, 2016). Employee handbook. UEM. Kuala Lumpur Sentral, Kuala
Lumpur, Malaysia: UEM.
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Date :
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