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The purpose of this study was to explore if employees with turnover intentions report more minor and serious deviant behaviors depending on whether they can easily find alternative employment. We combined survey data from a representative sample of employees in Switzerland (N = 1179) with industry unemployment rates from the Swiss Federal Statistical Office. Employees with higher turnover intentions engaged in more minor and serious deviance. We found the highest levels of serious deviance among employees with high turnover intentions and many job opportunities (i.e., high education in industries with lower unemployment). Surprisingly, the relationship between turnover intentions and serious deviance was also positive for individuals with the fewest job opportunities (i.e., low education in industries with higher unemployment). For individuals with moderate job opportunities (low education and low industry unemployment as well as high education and high industry unemployment), this relationship was insignificant. This study extends the research on the antecedents of different types of deviant behaviors. We theorize and examine how individual (i.e., education) and contextual (i.e., the unemployment rate) factors shape different types of deviance (i.e., minor and serious deviance). Moreover, we add to the turnover literature by investigating harmful behaviors that employees engage in before leaving an organization.

Female leaders continue to face bias in the workplace compared to male leaders. When employees are evaluated differently because of who they are rather than how they perform, an ethical dilemma arises for leaders and organizations. Thus, bridging role congruity and social identity leadership theories, we propose that gender biases in leadership evaluations can be overcome by manipulating diversity at the team level. Across two multiple-source, multiple-wave, and randomized field experiments, we test whether team gender composition restores gender equity in leadership evaluations. In Study 1, we find that male leaders are rated as more prototypical in male-dominated groups, an advantage that is eliminated in gender-balanced groups. In Study 2, we replicate and extend this finding by showing that leader gender and team gender composition interact to predict trust in the leader via perceptions of leader prototypicality. The results show causal support for the social identity model of organizational leadership and a boundary condition of role congruity theory. Beyond moral arguments of fairness, our findings also show how, in the case of gender, team diversity can create a more level playing field for leaders. Finally, we outline the implications of our results for leaders, organizations, business ethics, and society.

Purpose The purpose of this paper is to examine the relationship between task variety and counterproductive work behavior (CWB) and the relationship between change in task variety and change in CWB. CWB is proposed as being a behavior that serves as an outlet by which employees can express displeasure and acts as a substitute for a lack of interest when task variety is low. Design/methodology/approach This study analyzed survey data that were collected at two points in time (T1 and T2) from 515 employees with different occupations working in Switzerland. Findings Task variety at T1 negatively related to organizational CWB (CWB-O) at T2 and interpersonal CWB (CWB-I) at T2. Task variety at T1 was also related to a change in CWB-O and a change in CWB-I. However, change in task variety showed a non-significant relationship to change in CWB-O and change in CWB-I. Research limitations/implications Results indicated that employees tend to respond with CWB when task variety is permanently low and that CWB may even increase over time. Further studies that examine the dynamics between task variety and CWB are therefore recommended. Practical implications Findings inform the practice on the potentially harmful effects of unstimulating work designs and therefore have implications for how to better prevent CWB. Originality/value The two-wave data collection allowed for differentiation between the effect of the baseline level of task variety at T1 on CWB at T2 and the effect of a change in task variety on a change in CWB.

Purpose – The purpose of this paper is to investigate how temporary agency workers’ job attitudes are influenced by the fulfilment of the psychological contract; a set of employees’ expectations, formed with the temporary work agency and its client: the host organisation. Design/methodology/approach – The paper estimated moderated regressions with data collected through an online survey of 352 temporary agency workers employed by a large temporary work agency in Switzerland. Findings – Results suggest that temporary agency workers’ job satisfaction, commitment towards the host organisation, and intentions to stay with the temporary work agency relate positively to the fulfilment of the psychological contract by both organisations. Additionally, reported spill-over-effects imply that the fulfilment of the psychological contract by one organisation moderates job attitudes towards the other organisations. Research limitations/implications – Results of the explorative study reveal that future research should consider the interrelated nature of psychological contracts in working arrangements when multiple employers are involved. However, for more generalisable results, a greater international sample, including different temporary work agencies, would be favourable. Practical implications – Findings will help temporary work agencies to better understand how they rely on host organisations to fulfil the temporary agency workers’ psychological contract to attract and retain temporary agency workers. Originality/value – This paper contributes to the literature in the understudied field of non-traditional work arrangements as one of the few to examine these spill-over-effects both empirically and theoretically.