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Do HR System Characteristics Affect the Frequency of Interpersonal Deviance in Organizations? The Role of Team Autonomy and Internal Labor Market Practices
Author(s) -
ARTHUR JEFFREY B.
Publication year - 2011
Publication title -
industrial relations: a journal of economy and society
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.61
H-Index - 57
eISSN - 1468-232X
pISSN - 0019-8676
DOI - 10.1111/j.1468-232x.2010.00624.x
Subject(s) - autonomy , deviance (statistics) , harassment , interpersonal communication , affect (linguistics) , incivility , social psychology , psychology , human resource management , human resources , business , political science , economics , management , statistics , mathematics , communication , law
Current research on determinants of interpersonal deviant behaviors in organizations, including incivility, bullying, and sexual harassment has focused primarily on the effects of individual‐level characteristics while neglecting inter‐organizational differences in human resource (HR) systems that shape the context for employee interactions at work. Using data from a nationally representative survey of over three hundred U.S. work establishments, I find empirical support for theory‐based predictions that organizations with HR systems characterized by greater use of internal labor markets and less team autonomy are associated with lower frequencies of reported interpersonal deviance behaviors than those that rely on external labor markets and self‐managed teams.