Citation

Bordia P, Restubog SLD, Tang RL. J. Appl. Psychol. 2008; 93(5): 1104-1117.

Affiliation

School of Management, University of South Australia, Adelaide, South Australia, Australia. prashant.bordia@unisa.edu.au

Copyright

(Copyright © 2008, American Psychological Association)

DOI

10.1037/0021-9010.93.5.1104

PMID

18808228

Abstract

In this article, psychological contract breach, revenge, and workplace deviance are brought together to identify the cognitive, affective, and motivational underpinnings of workplace deviance. On the basis of S. L. Robinson and R. J. Bennett's (1997) model of workplace deviance, the authors proposed that breach (a cognitive appraisal) and violation (an affective response) initiate revenge seeking. Motivated by revenge, employees then engage in workplace deviance. Three studies tested these ideas. All of the studies supported the hypothesized relationships. In addition, self-control was found to be a moderator of the relationship between revenge cognitions and deviant acts; the relationship was weaker for people high in self-control.

Language: en