Abstract Organizational research on employee deviant work behavior has not kept up with changes in the work environment. These two studies examined technology-based deviant workplace behaviors (TbDWB), defined as “an employee’s voluntarily using organizational technology to engage in behavior that violates significant organizational norms,” using a newly developed 18-item TbDWB measure. The 18-items are broken down into three related but distinct and reliable scales: Tb Time Abuse Deviance (3 items), Tb Communication Deviance (4 items), and Tb Production Deviance (11 items). Survey data were collected from 1,228 working adults in the United States, split into two independent studies (n = 643 and n = 585). Hierarchical regression results across both studies showed that a return-to-office work policy, lower leader-member exchange, and higher perceived contract violation significantly explained each TbDWB scale beyond controlled for demographic and situational variables. Higher Tb Production Deviance consistently explained lower job satisfaction and higher turnover intentions beyond controlled for variables. Supporting prior research, higher perceived contract violation was also significantly related to higher turnover intentions, and leader member exchange was positively related to job satisfaction. The findings highlight the ethical and HR policy implications of digital-age deviance: organizations that foster employee perceived high-quality supervision and fulfilled obligations can observe lower TbDWB and better employee outcomes. We discuss how these insights can advance employee treatment in the modern workplace and inform managerial practices and legal/ethical compliance.

Despite increasing pressure to implement anti-sexual harassment policies, the issue remains largely unresolved within organizations in many countries. This mixed-methods study used a survey of 575 news professionals and an analysis of 17 anti-sexual harassment policies in Botswana, Kenya, Malawi, Rwanda, Tanzania, Uganda, Zambia, and Zimbabwe to understand the effectiveness of anti-sexual harassment policies in preventing and correcting sexual harassment in the workplace. Results show no significant differences of experienced or reported sexual harassment between organizations with or without a policy. Only 30% of participants reported their experiences with organizations responding to 42% of reported cases. The only measured significant impact of policies was found with participants who had been trained on the policy and the likelihood for their organization to act. An analysis of the policies showed they contained unclear definitions, reporting mechanisms, complaint processes, organizational communication, and monitoring. In discussing these results, we highlight how gendered norms must be considered to implement more effective anti-sexual harassment policies.

The study of the effect of virtual work environments on the emotional health of employees has received considerable attention in recent years. However, there has been insufficient research on how uninterrupted exposure to high job demands can lead to permanent stress, which deteriorates interpersonal relationships, to the point of draining them of affection. The study aims to examine the impact of telework intensity on cynicism (second dimension of burnout or depersonalisation) through two indirect effects: creativity and the number of days teleworked per week. A sample of 448 university-educated employees from the Colombian electricity sector was selected, who completed an online survey. The data were statistically analysed using a simple moderation model. In general, the results show that telework intensity favours employee behavioural adaptation, which buffers potential depersonalisation, through key characteristics such as: perceived social support, participation in decision-making, sense of autonomy, gender equality and reduced work-family conflict. However, when the tasks associated with teleworking require creative solutions continuously, and the employee’s resources are not properly managed, recurrent stress can lead to an emotional fracture that deteriorates the employee’s well-being. In conclusion, the protection of the employee’s emotional health depends on a balanced workplace structure that avoids a constant mismatch between available resources and creative demands.