Abstract
The COVID-19 pandemic has severely impacted the catering, hospitality, and tourism industries, leading to complex challenges in the workplace. One such challenge is the rise in deviant behavior, which refers to employee actions that violate organizational norms and potentially harm the organization or its members. To investigate this phenomenon, this study surveys 435 managers and employees from 15 small- and medium-sized private enterprises in China, focusing on the catering, hospitality, and tourism industries. Using hierarchical regression analysis, the research examines the impact of role stress and organizational changes on employee deviant behavior. The results indicate that role stress significantly contributes to an increase in deviant behavior. Conversely, organizational incentive changes are negatively associated with such behavior. Both organizational structural changes and incentive changes play moderating roles in the relationship between role stress and employee deviant behavior. Based on these findings, the paper provides practical recommendations for businesses on effective team management strategies in the post-pandemic era, aiming to mitigate the negative effects of deviant behavior and enhance overall organizational performance.
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Due to the involvement of participants' personal privacy in the questionnaires used in this study, authors are unable to publicly share the original survey data in order to protect the rights and interests of the participants and comply with relevant privacy regulations. We respect and safeguard the privacy of all participants, and therefore, the relevant data will only be used for the analysis and publication of the results of this study, and will be protected by strict confidentiality measures.
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Zhang, X. Workplace Deviant Behavior, Stress, and Change in the Post-epidemic Era: the Case of the Catering/Hotel/Tourism Industry. J Knowl Econ (2024). https://doi.org/10.1007/s13132-024-01955-4
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DOI: https://doi.org/10.1007/s13132-024-01955-4