For whom and why organizational dehumanization is linked to deviant behaviours

Abstract

Abstract ‘We are humans not robots!’ This protest slogan denounces a working reality in which employees perceive that they are reduced to a mere tool or instrument at the service of the organization. Such an experience refers to organizational dehumanization. Researchers have recently indicated that organizational dehumanization may shape employee work behaviours. However, why, and for whom, organizational dehumanization leads to maladaptive work behaviours remains unclear in this literature. Drawing upon social exchange theory, we first propose that employees who experience organizational dehumanization engage in a reciprocity process by first developing thoughts of revenge that, in turn, materialize into more organizational deviance. We further argue that compliance buffers the indirect effect of organizational dehumanization on deviant behaviours via thoughts of revenge. Overall, the combined results of two experimental studies, a cross‐sectional study and two three‐wave studies provide strong evidence for our hypothesized relationships. Our research suggests that when experiencing organizational dehumanization, compliant employees are less likely to engage in a homeomorphic reciprocity in the exchange relationship with their organization.

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