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Article
Publication date: 5 May 2023

Ali Raza, Muhammad Ishtiaq Ishaq, Dima R. Jamali, Haleema Zia and Narjes Haj-Salem

This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth…

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Abstract

Purpose

This study aims to assess the direct impact of workplace hazing and the indirect impact via moral disengagement on organizational deviance behavior and negative word-of-mouth (WOM) communication in the hospitality industry of Pakistan. This research also addresses the significance of psychological (resilience) and social factors (friendship prevalence) as moderators of the relationship between workplace hazing and moral disengagement.

Design/methodology/approach

Using a multirespondent strategy, the data was collected from 319 newcomers employed in the Pakistani hospitality industry and analyzed using structural equation modeling.

Findings

The results reveal that workplace hazing increases moral disengagement, organizational deviance and negative WOM communication. Moreover, various psychological factors can significantly decrease and mediate the negative influence of workplace hazing on moral disengagement.

Practical implications

The managers should explicitly and formally handle the workplace hazing issues like harassment and bullying to build a positive working environment for newcomers.

Originality/value

This study addresses a gap in determining the significance of workplace hazing and its impact on moral disengagement, organizational deviance and negative WOM communication. Also, this study contributes to the literature by examining either social or psychological factors that play an important role in dampening the negative impact of workplace hazing.

Details

International Journal of Contemporary Hospitality Management, vol. 36 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

Case study
Publication date: 17 October 2012

Muhammad Zia-ur-Rehman and Majid Rashid

Management sciences (organizational behavior).

Abstract

Subject area

Management sciences (organizational behavior).

Study level/applicability

The case is suitable for MBA students, employees of any organization, human resource practitioners, organization administrators, human resource directors and senior line management.

Case overview

The study deals with unethical or “haraam” practices at the workplace. It is based on the observation of the researchers. The business organization was selected and the behavior of employees was observed for two months. An interesting behavior of an employee was observed and the change in behavior was followed. The study describes the various factors influencing the behavior and performance of the employee and emphasis is made on the “haraam” practices of drinking alcohol and unacceptable behavior. The focus is on the performance of the employee. Major events and changes were elaborated to deduce the descriptive cause and effect results based on observation. It was found that behavior as well as performance was reduced due to “haraam” practices, which can be a lesson for other employees to follow as well as for managers to devise strategies in order to improve the most important resource of their organization, i.e. the human resource.

Expected learning outcomes

As this case was designed for an executive education programme, no detail regarding where it fitted into the curriculum is applicable as would be the case with cases designed for students. The case is intended to develop skills in students to creatively approach a common and wide spread problem and to think about the solution in an innovative way. The overall purpose of the case is to engage human resource practitioners (students) in creatively constructing innovative solutions to address the problem of compulsive drinking in the organizational environment.

Supplementary materials

Teaching notes are available, please consult your librarian for access.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

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