A Conceptual link between perceived social norms, gender, and organizational deviance

Abstract

This paper examines the relationship between perceived social norms and organizational deviance in the workplace, with a focus on the potential moderating role of gender. Organizational deviance refers to employee behaviors that deviate from accepted norms and standards, impacting organizational culture and productivity. Perceived social norms, the unwritten rules and behavioral expectations within a social group, play a pivotal role in shaping employee behavior. Extensive research has explored the influence of perceived social norms on various workplace behaviors, but its impact on organizational deviance and the role of gender as a moderator remain less explored. The theoretical foundation for this study is built on Robinson and Bennett's typology of deviant workplace behaviors and Kilduff and Day's research on self-monitoring and managerial careers. Theoretical implications suggest expanding existing theories on organizational deviance and group dynamics, while practical implications highlight the importance of promoting ethical workplace cultures and gender-inclusive interventions. Future research can delve deeper into the underlying mechanisms linking perceived group norms, gender, and organizational deviance, using qualitative and quantitative methods and longitudinal studies to establish causal relationships. Overall, understanding the interplay of perceived social norms and gender-related dynamics can contribute to the creation of healthier, more productive, and equitable work environments.