Workplace deviant behavior is an action performed voluntarily by an individual and harms the
organizational norms and affects individual, organization or both. Therefore, it is a priority to the
organization to understand and look at the workplace deviant behavior issue because different
individual and environment will cause differences in how an individual behaves. Understanding the
terms, factors, typologies and effects of deviant behavior will enable organization to draw the
rehabilitation plan so deviant behavior will be curbed from the beginning. Overcoming workplace
deviant behavior will result in positive impact to the organization management and financial and will
lead to positive and conducive environment at the workplace.
Employees support during the implementation of organizational changes is important to ensure
successful change. Thus, identifying factors that motivate individuals to support organizational change
is of vital interest for the successful management of changes. Previous studies have confirmed a
number of factors that can affect individual behavior to support the change. However, there are only
few studies that have identified the potential factors to form a framework that is based on theory, in
particular using the theory of planned behavior. Therefore, this study explores how perceived benefits
of change, supervisor support and change self-efficacy affects behavioural support for change.
Furthermore, this review offers propositions based on current literature for further in-depth empirical
investigations to find out the effects of these factors towards behavioural support for change that can be
used as a guide in the academic field as well as practical.
The mediation of moral disengagement is seldom used as a mechanism in determining the relationship
between abusive supervision and deviant behavior. Integration of Moral Disengagement Theory, Social
Exchange Theory and past research findings, a model is developed which shows abusive supervision
will increase possibility of individual involved in deviant behavior which directly will affect individual
or organization or both. This model shows how the integration obtained from the literature review
between variables which are abusive supervision, moral disengagement and deviant behavior are able
to explore and give understanding towards individual’s deviant behavior in an organization. This
understanding will help organization to conduct an intervention to overcome deviant behavior issue in
an organization.
Employees support during the implementation of planned organizational changes is important to ensure
successful change. Therefore, this study attempts to explain the phenomenon of behavioral support for
change by integrating Lewin's Three Steps Model and Theory of Planned Behaviour. The literature
review of planned organizational change models developed by previous researchers based on the Three
Steps of Lewin Change Model was undertaken before the change model for this study was developed which involved three phases of change namely motivation to change, commitment to change, and
behavioural support for change. Based on that model, the Theory of Planned Behaviour was used to
explain the relationship between the variables where perceived benefits of change (attitude), supervisor
support (subjective norms) and change self-efficacy (perceived behavioural control) was predicted to
influence commitment to change (behavioral intention), which in turn affects individual behaviour to
support change (behavior). Subsequently, this study proposes a conceptual model based on the latest
literature to be implemented in depth empirical studies to test the proposed model.