Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
891180 | Personality and Individual Differences | 2011 | 6 Pages |
We examined the relative and incremental prediction of workplace deviance (i.e., intentional acts that harm the organization or its employees) offered by personality and organizational justice perceptions in a sample of 464 employees working in a large retail organization. We found that personality – including a sixth factor called Honesty–Humility, and its facet of trait Fairness – accounted for incremental variance in deviance criteria beyond justice perceptions. We found little support for the reverse. From a practical standpoint, these findings suggest that organizations may benefit from personality-related interventions (e.g., screening job applicants for relevant traits) more so than from justice-related interventions (e.g., organizational changes involving policies and procedures) in order to reduce workplace deviance. From a research perspective, our findings highlight the advantages of considering traits beyond the Big Five (e.g., Honesty–Humility) for maximizing the prediction and understanding of deviant behaviors at work.