Organizational Injustice And Deviant Behavior – Coursework Example

Organizational Injustice and Deviant Behavior Corruption is one of the deviant behaviors that employees get involved in. This happens especially when employees are dealing directly with clients who are in desperate need of certain services. Employees will take advantage of such desperation within clients and request them to pay extra in order to get the services fast and efficiently. One of the leading causes of corruption is low pay. Employees who are forced to do much work without sufficient compensation feel the need of retaliating on company clients. Employees feel that what they are getting as compensation is far much lesser than the work they are doing and the returns of the company. When their efforts for a pay rise does not bear much fruit, the frustration leads them to engaging in corrupt deals with the clients and hence supplementing for the little they get (Chen & Ployhart, 2011). In some cases, what they get from such corruption deals could be more than what the company pays them.
Despite the good returns that some employees enjoy from engaging in corrupt practices, the behavior paints a wrong picture, not only on the organization but also the employee involved. Clients who have had to corrupt their way to get the services will believe that a person must corrupt his or her way to get the services of the company. In most cases, it is usually less about the employee but the organization. In some cases, clients may drive employees into corruption deals, especially when they want to receive services faster and at a subsidized rate (Gaertner, 1999). Depending on the deal, most employees will fall for it without the knowledge of the management. The solution for corruption is to ensure that employees work is frequently supervised and given reasonable remuneration packages. Customer complaints should also be investigated and necessary action taken against corrupt employees.
Chen, G., Ployhart, R. E., Thomas, H. C., Anderson, N., & Bliese, P. D. (2011). The power of momentum: A new model of dynamic relationships between job satisfaction change and turnover intentions. Academy of Management Journal, 54(1), 159181.
Gaertner, S. (1999). Structural determinants of job satisfaction and organizational commitment in turnover models. Human Resource Management Review, 9(4), 479493.