The authors developed and tested new theoretical relations between approach and avoidance motivational traits and deviant work behaviors. Approach motivation was divided into 3 traits: personal mastery (i.e., desire to achieve), competitive excellence (i.e., desire to perform better than others), and behavioral activation system (BAS) sensitivity (i.e., responsiveness to rewards). ⋯ For the approach motivation traits, results showed that personal mastery was negatively related to interpersonal and organizational deviance, BAS sensitivity was positively related to interpersonal and organizational deviance, and competitive excellence was unrelated to both types of workplace deviance. Finally, avoidance motivation was positively related to organizational deviance and interacted with organizational constraints to predict interpersonal deviance.
Department of Psychology, University of Akron, Akron, OH 44325-4301, USA. jdiefen@uakron.edu
J Appl Psychol. 2007 Jul 1; 92 (4): 967-77.
AbstractThe authors developed and tested new theoretical relations between approach and avoidance motivational traits and deviant work behaviors. Approach motivation was divided into 3 traits: personal mastery (i.e., desire to achieve), competitive excellence (i.e., desire to perform better than others), and behavioral activation system (BAS) sensitivity (i.e., responsiveness to rewards). Avoidance motivation, which reflects one's sensitivity to negative stimuli and the desire to escape such stimuli, was conceptualized as a unitary construct. Using structural equation modeling, the authors examined the relations of these 4 motivational traits with interpersonal and organizational deviance in a sample of primarily part-time employees. For the approach motivation traits, results showed that personal mastery was negatively related to interpersonal and organizational deviance, BAS sensitivity was positively related to interpersonal and organizational deviance, and competitive excellence was unrelated to both types of workplace deviance. Finally, avoidance motivation was positively related to organizational deviance and interacted with organizational constraints to predict interpersonal deviance.