Supervising Deviance: The Role of Supervisor/Employee Relationships in Workplace Deviance

This paper examines employees’ perceptions of

managers/supervisors’ industrial relation behaviour in both

domestic- and Chinese-owned companies, and whether the

employees’ attitudes so derived contribute to conflict in the

workplace. Primary data were collected via a structured

questionnaire and interviews. The findings of this study

indicate that supervisors’ positive or negative behaviours (as

perceived by the employees) affect employees’ organisational

commitment. Specifically, poor supervisor-employee

relationships are positively associated with deviant

behaviours. Secondly, rates of deviant behaviours in most

categories were higher in Chinese-owned companies. Mutual

trust is seen to be a factor in good organisational learning and

information sharing.

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