The Hidden Costs of the Digital Workplace: Why Employee Deviant Work Behaviour Needs an Additional Lens

The work of Dr. Gary Blau and Dr. Kyle Stephens of Temple University, Philadelphia, Pennsylvania, USA asks an important question that is becoming increasingly relevant around the world. If the workplace has fundamentally changed, shouldn't the way we measure employee deviant work behaviour change too? Their research argues the answer is yes because the consequences reach far beyond academic debate. Traditional work behaviour deviance examples include: someone deliberately arrives late, spending long coffee breaks chatting with colleagues, or working more slowly than usual. Others are spreading rumours, bullying coworkers, or damaging company property. These are the kinds of in-person, on-site deviant behaviours researchers have investigated, that is, why employees sometimes act against the interests of employing organisations.