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Proposal topic:
The impact of UEMs Policy and Procedure
On Workplace Deviance
Student Name:
Nurul Aina Binti Jamaludin
Student ID:
2013896048
SUPERVISOR:
Shaira Binti Ismail
CO-SUPERVISOR:
Dr. Rushita Ismail
Date of submission:
1st April 2016

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SIGNATURE & STAMP

(LI COORDINATOR)

DATE RECEIVED:

TABLE OF CONTENT

PAGE NO.

SECTION 1: AIMS AND CONTEXT OF RESEARCH

1.1 Introduction
1.2 Background of the organization/company/agency/institution
1.3 Problem Statement
1.4 Research Objectives

2
3
4
7

SECTION 2: CONTRIBUTION TO KNOWLEDGE & STATEMENT OF

SIGNIFICANCE
2.1 Contribution to Knowledge (Academic Contribution)
2.2 Statement of Significance (Practical Contribution)

8
8

SECTION 3: LITERATURE REVIEW

3.1 Literature Reviews on Chosen Topic and Other Related
3.2 Typology of deviant behavior
3.3 Predictors of workplace deviance
3.3.1 Individual-related factors
3.3.2 Organizational-related factors
3.3.3 Work-related factors
3.4 Workplace deviant theory
3.5 Research Questions
SECTION 4: APPROACH AND METHODOLOGY

9
10
11
11
12
13
13
14

4.1 Research Design

15

4.2 Measurement Procedures

4.3 Sampling
4.4 Analysis of Data
4.5 Interview Question
SECTION B: TIMELINE (GANTT CHART) (optional)

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15
15
16
16

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SECTION 5: REFERENCE LIST

17

SECTION 1: AIMS AND CONTEXT OF RESEARCH

1.0 INTRODUCTION
This chapter will explain about research background, problem statement,
research objective, research question and significance of the study.
1.1 RESEARCH BACKGROUND
Professional work ethics is a rules, standards, codes, or principles which provide
guidelines for morally right behavior and truthfulness in specific situations (Appelbaum et al.,
2007). In this study, the topic of research for this paper is to study on the impact of UEM's
Policy and Procedure on Workplace Deviance. This can be clearly stipulated that the policy
and procedure in UEM are the professional work ethics that has been created. First of all the
definition for deviant behavior is voluntary behavior that violates significant organizational
norms and in so doing threatens the well-being of an organization, its members or both
(Robinson and Bennett, 1995, p.556). However to be label a behavior as a deviant behavior,
it must go against the organizations norms and not societys norm. If its only against the
societys norm than it is not a deviant behavior.
Other than that, workplace deviant can be classified into two groups. The first
group are the positive deviances and the second group are the negative deviances. Example
of positive deviances are whistle blowing. Whistle blowing is an example of potentially
appropriate deviance that has been acknowledged in previous research by Miceli & Near
(1997).But for this research we will only focus on negative deviant.

1.2 BACKGROUND OF THE COMPANY

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UEM group is an engineering based company, specialized in constructions, township

and property development, expressways and asset facilities management. There are 6
subsidiary companies under UEM group and the total assets of the company is more
than USD6.7 billion (RM23.4 billion). Moreover, UEM group is a government linked
company that was fully subsidized by Khazanah Nasional Berhad.
The company was founded on 1966, with a 50 years experience in the industry, they
have been awarded with the title of The employer of the choice.
The subsidiaries under UEM Group are UEM Sunrise, UEM Edgenta, UEM Builders,
Opus ,PLUS and CIMA. The UEM Sunrise main businesses are township and property
development; meanwhile the UEM Builders, Opus and CIMA are related to the
constructions. Besides that, PLUS also is under the UEM Group and specialized in
expressways. Lastly, the UEM Edgenta is specializing in asset and facilities
management.
There are 11 departments created under the UEM Group. The departments exist are
the group chief financial officers office, group human capital, group legal and secretarial,
group corporate finance and analytics, group chief operating officer technical, group
business development and last but not least are group corporate communications. Other
than that, there are 4 heads of core businesses that are township and property,
expressways, construction and engineering and lastly AFM.
In managing thousands of their employees, UEM group has created a
comprehensive policy and procedure. Example of the policy that they have made are
whistle blower policy, social media policy, code of conduct, privacy policy, employee
handbook, sexual harassment policy and list of DOS pursuant to personal data
protection act 2010.

1.2 PROBLEM STATEMENT

The graph shows the statistical data of the resignation and attrition that was collected
in 2015 and compiled by the UEM Group. This data shows the rate for the UEM
companies and subsidiaries.

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Figure No. 1 shows the analysis of resignation and attrition of UEM Group including
subsidiaries under them. From the figure, the attrition rate recorded is 17.3%, but total loss
from the attrition that gives impact to the companies is 7.6%.
The number collected is considered very low as it consists of seven companies with their
own businesses and specialization in the industry.
The attrition rate is a data collected to show the reduction in the number of the
employees in a company through normal means, such as retirement and resignation. The
staff who resigned in the UEM Group are due to their own desire to resign. PLS ASK YOUR
SUPERVISOR, ARE THESE ACCEPTABLE IN UEM???
THIS DATA TO YOUR STUDY OBJECTIVES

COZ PN NEEDS TO RELATE

I AM STILL NOT SATISFIED WITH THE

PROBLEM STATEMENT

The pie-chart below is the statistical data that shows the number of employees who
received show-cause letter for late attendance. This data shows only for UEM Group and is
not including other subsidiaries companies.

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Figure No. 2 shows the number of employees who receive a show-cause letter for the
reason of late attendance. The data only states the percentage for 2013-2015, a slight
increase in terms of percentage.

In this 3 year period, there are only two warning letters

have been issued that is in 2014. The only misconduct cases that result in an expulsion in
the UEM Group are late attendance and poor performance. This shows that UEM Group has
a small ?????? number (CAN U CONVERT THESE PERCENTAGES INTO NUMBER COZ
THE PERCENTAGE IS QUITE HIGH BUT WE MENTION HERE AS A SMALL
NUMBER ??? of misconduct cases reported.
From these both data collected, we will run a study to see the effectiveness of the UEM
policy and procedure in preventing a workplace deviance in their employees and
environment.

1.3 RESEARCH OBJECTIVE

1.4.1 To find out the types of workplace deviance in UEM
1.4.2 To analyze no. of workplace deviance cases reported in UEM
1.4.3To examine forces contributing to workplace deviance in UEM
1.4.4To determine the effectiveness of UEM's Policy and Procedure and its
enforcement

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1.4.5

To make a comparison of UEMs Policy and Procedure with WHAT

CO?? YOU WANT TO COMPARE IN TERMS OF WHAT ASPECTS, PLS ASK

YOUR SUPERVISOR..

SECTION 2: CONTRIBUTION TO KNOWLEDGE & STATEMENT OF

SIGNIFICANCE
2.1 Contribution to Knowledge (Academic Contribution)
By doing research in this topic it will add up to the theory of workplace
deviance in the academic world. From there other researcher can gain a very
valuable information and knowledge for their own research in the future. A knowledge
or information can be regarded as a very valuable treasure for everyone because
they can learn from the previous mistakes and create a better outcome in the future.
2.2 Statement of Significance (Practical Contribution)
The industry can refer to this research finding to get an insight of what is a
workplace deviance and the main predictors towards it. Thus it will help in
implementing any new policy or procedure because the industry will know better how
to curb with workplace deviance cases. Moreover this may help the management to
control and manage the workplace deviant effectively. Not only that, it will create a
harmonious environment for the company and industry in managing their employees.

SECTION 3: LITERATURE REVIEW

3.1 Literature Reviews on Chosen Topic and Other Related Variables
Most of the journals define workplace deviant similarly. These are some of
the quoted phrases of the researchers of the workplace deviant. The deviant
workplace behavior can be described as a voluntary acts undertaken by employees
that violate significant organizational norms and that threaten the well-being of the
organization (Johnson, 2011; Robinson and Bennet, 1995). Demir and Tutuncu,
(2010, p.65) explained that the deviant workplace behavior can be described as
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deliberate behaviors of its organizational members behaviors that aiming to obstruct

the routine of the organization. Gruys (1999) has categorized 87 titles of deviant
behaviors into 11 different categories that are:
3.1.1 Robbery and similar behavior
3.1.2 Harming the real estate
3.1.3 Misusing the know-how
3.1.4 Misusing the time
3.1.5 Non-confidence behavior
3.1.6 Insufficient attendance
3.1.7 Damaged working quality
3.1.8 Workplace alcohol drinking
3.1.9 Using or selling narcotics (in the workplace)
3.1.10 Not showing suitable behaviors and
3.1.11 Unsuitable physical touching (as cited in Sackett, 2002)
3.2 Typology of deviant behavior
Robinson and Bennet (1955) created a typology of deviant behavior that consist of
two dimensions. The first framework of the dimensions is Minor vs. Serious .In the first
dimension, it defines the seriousness of the deviant behavior. Second is Interpersonal
vs. Organizational. In these dimensions, it exemplifies the aim of the deviant behavior.
By combining both of these dimensions, the deviant behaviors can be categorized into
four kinds of deviance (Everton, Jolton and Mastrangelo 2005, p.117):
3.2.1

3.2.2
3.2.3
3.2.4

Production Deviance
Behaviors that directly interfere with work being performed in the
organization
Property Deviance
Employees destroying or misusing an organizations property
Political Deviance
Milder interpersonal harmful behavior
Personal Aggression.
Harmful interpersonal behavior

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Figure No.4: Typology of Deviant Behavior by Robinson and Bennet (1995)

3.3 Predictors of workplace deviance

There are three variables pertaining to the predictors of workplace deviance. The
three groups of variables under the framework are individual-related factors, organizationalrelated factors and work related factors
3.3.1 Individual-related factors
Under the individual-related factors are negative affectivity, conscientiousness,
agreeableness and emotional intelligence (Alias, Rasdi, Ismail and Samah, 2013 p.161).
People with high negativity are highly involved in any deviant acts. Martinko et al., (2002)
perceived serious negative outcomes, which others might find to be just mildly negative.
Pertaining to that, (Burnfield et al, 2004) revealed that individual with high negative affectivity
were more likely to have hostile attribution style. People with hostile attribution style have the
tendency to interpret others behaviors as having hostile intent, even when the behavior is
uncertain or non threatening.

The first predictor under individual related is positive

relationship between negative affectivity and workplace deviant behaviour (Alias, Rasdi,
Ismail and Samah, 2013 p.161).
The second predictor under individual-related factors, there is a negative relationship
between low conscientiousness and workplace deviant behavior (Alias, Rasdi, Ismail and
Samah, 2013 p.161). Individual with low in conscientiousness involves in various destructive
behavior in the workplace (Mount and Barrick, 1995).
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According to Salgado (2003), he further highlighted that low conscientiousness was

negatively related to workplace deviant behavior such as absenteeism, dishonesty and
destructive behaviors.
The third predictor is the negative relationship between low agreeableness and
workplace deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). Agreeableness is
considered as a prominent form of motivational facet that strongly determines workplace
deviant

behavior

(Berry

et

al.,

2007).

In

contemporary personality

psychology,

agreeableness is one of the five major dimensions in personality structure. So when a

person has low agreeableness they generally less concerned with others' well-being and
having less empathy. Therefore, these individuals are less likely to go out of their way to
help others (Wikipedia n.d).The fourth predictor; there is a negative relationship between low
emotional intelligence and workplace deviant behavior. Brown (2008) described emotional
intelligence as the ability to control emotions and drive behavioral responses that result to
positive outcomes. Thus, this can be clearly seen people with low emotional intelligence
have big chances to make themselves involved in a deviant kind of behavior because they
will act according to their emotions instead of their brain. (Vaan Rooy and Viswesvaran,
2004).

The individual with high emotional intelligence is more inclined to be a better

performer, implement ethical values in the workplace and tends to be a better corporate
employee towards his or her organization.
3.3.2 Organizational-related factors
The fifth predictor under organizational-related factors is negative relationship
between organizational ethical climate and workplace deviant behavior (Alias, Rasdi, Ismail
and Samah, 2013 p.161). Organizational ethical climate can be referred as a morally way of
doing things in the work environment and the level of ethics practiced within a company.
Example of organizational ethical climate practices is when the employer cares about the
well-being of the employees and their family by giving bonuses every three months. Sims
(2003) revealed that ethical climate promotes an ethical culture through normative behavior
in the organization and creates conducive working condition. This is why, if the
organizational ethical climates have negative relationship, then a workplace deviant may
occurs in the work environment.
The sixth predictor is the negative relationship between organizational justice and
workplace deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). When there is
injustice in the work environment, the workplace deviant may happen because of several
reasons such as jealousy, dissatisfaction, misunderstanding and so on. This can cause such
disruptive behaviors and damaging effect to the relationship of the colleagues in the
workplace. Ambrose et al. (2002) has categorized justice into three dimensions that are
procedural justice, distributive justice and lastly interactional justice. The procedural justice
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that is used in the business world is about creating policies and procedures that take all
perspectives and concerns into consideration before making any great decisions that may
impact the life of the employees in an organization. Meanwhile, distributive justice is all
about being fair to everyone by following the commonly accepted standard in an
organization. For example, creating the work hours of the employees by following the
common standard of working hours of a country. Lastly, is an interactional justice. It is a
theory containing about the interpersonal relationship between colleagues after a procedure
has been implemented in the organization. The interaction that is meant under this theory
can be either polite or rude.
Seventh predictors are the negative relationship between perceived organizational
support and workplace deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). In
the individual perspective, perceived organizational support refers to employees global
belief concerning the extent to which the organization values their contribution and cares
about their well-being (Eisenberger et al, 2001). Thus this shows that when a company gives
support and direction towards the career development of their employees, the employees
will have some kind of motivation to make the organization to reach the specified goals and
become better for themselves.
3.3.3 Work-related factors
The predictors of workplace deviant under work-related factor are the negative
relationship between work stress and workplace deviant behavior (Alias, Rasdi, Ismail and
Samah, 2013 p.161). Stress can be described as a negative emotional state that can turn
into aggression and become dangerous to the people in the work environment. The general
strain theory supports notion that individuals react to stressful job conditions which produce
negative emotions and eventually causes them to develop negative behavior (Spectors ,
2007b).
And lastly, there is a negative relationship between job autonomy and workplace
deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). A job autonomy can be
described as a power given by the employer to the employee, when an employee is given a
power they will have a really high sense of responsibility towards their action or duty as an
employee. Thus, this will give them the confidence that they need to really perform a task.
Spector (2007b) pointed out that employee who believe that they have little control of their
jobs are more likely to engage in destructive acts. Workplace deviance can be described as
one of the destructive acts of an employee because they do not have the legitimate power in
the company so they have to resort to anything possible to make the employer hears them.
3.4 Workplace deviant theory
3.4.1 Mount et al.s (2006) model

Mount et al.
(2006)

Social
Exchange
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Theory (1986)

Norm of
reciprocity
(1960)

In their studies, they determined the association between job satisfaction and
workplace deviant behavior (Alias, Rasdi, Ismail and Samah, 2013 p.161). Social exchange
theory explained that individuals who perceived that they are receiving unfavorable
treatments are more likely to feel dissatisfied (Alias, Rasdi, Ismail and Samah, 2013 p.161).
Consistent with norms of reciprocity, when individuals are dissatisfied with their employers,
they may reciprocate with destructive behavior as a way to react to such situations (Alias,
Rasdi, Ismail and Samah, 2013 p.161). Thus, this shown workers who have any
dissatisfaction towards their work environment, they will tend to act aggressively either to
themselves or to their colleagues.

3.5 RESEARCH QUESTION

3.5.1 What is the number of the workplace deviance cases reported?
3.5.2 How does the enforcement of the policy and procedures execute by UEM?
3.5.3 What are the types of workplace deviance?
3.5.4 Which are the main forces contribute to the workplace deviance?
3.5.5 What types of workplace deviance that have the highest frequency?

SECTION 4: APPROACH AND METHODOLOGY

4.1 Research Design
Study design refers to the ways in which the research studies are designed and the
procedures by how the data is analyzed.
4.2 Population
The population for this research study is employees who work in the UEM Group.
The population estimated is about five thousand employees. This research requires the
researcher to conduct interviews with the manager in the industrial relations department. The
structured interview questions are prepared to collect the required information. This is to
satisfy the research objective that the UEM has a comprehensive policy and procedure and
to examine whether the policy and procedure is able to manage the employees attitudes and
behaviors towards their jobs and their colleagues.
4.3 Sampling
Sample is the number of populations that involves in data collection. Since there is
only one department that in charge of the Industrial Relations of the company thus the
interview has to be made with the employees in this department
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4.4 Analysis of Data

In conducting the study for this research, qualitative research methods will be used to
collect the data needed. The data suitable for this research can be obtained from primary
and secondary sources.
Primary source will be obtained by conducting interview session and observation in the
workplace environment. From interview methods, data will be collected by asking the
employees to answer the list of questions related to research objectives. The interview
questions are structured questions and a voice recorder will be used to records the answer
during interview process. The targeted respondents are the employees in Industrial
Relations department. There are two employees in the Industrial Department both will be
interview for this research.
.

(if only two persons available, just take from other HR depts., such as

employee relations, training, compensation & etc.)

OR OTHER

MANAGERS FROM OTHER DEPTS. ETC. PRODUCTION, SALES &

ETC.

Other than that, for this research, the secondary data will be used. Secondary data is
a data collected from previous research. In this research, internal sources of the data will be
used. Example of the internal sources of data is companys regulations handbook, company
records, annual reports and the employees handbook. This study also will refer to empirical
journals on the internet.

4.5 STUDY PLAN

ACTIVITY
Research Background

FEB

MAR

- Problem statement
- Research objective
- Research question
- Significant
Literature Methodology
Methodology

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APR

MAY

JUN

- Population
- Sample
- Measurement
Data Collection
Analysis / Findings
Report Writing

4.6 Interview Questions

1. From your own perspective, what is workplace deviance?
2. As an Industrial Relation General Manager/Senior Manager/Manager of UEM, can you
describe what types of enforcement that are being practiced in the UEM?
2. What is the outcome of the enforcement taken by the organization?
3. Can you list down for me, the most frequent type of workplace deviance cases that was
reported in UEM?
4. From your own point of view, what are the main forces that contribute to the workplace
deviance case?
5. What are the consequences from the workplace deviant cases towards the organization?
6. What has been done to reduce workplace deviance cases in the UEM?
7. What types of policy and procedures do you have? How effective is the organization
policy and procedures as well as its enforcement to manage the workplace deviant cases?
8. What is your organization strategic planning to manage the employees effectively and
efficiently?

SECTION 5: REFERENCE LIST

Alias, M., Rasdi, R. M., Ismail, M., & Samah, B. A. (2013). Preditors of workplace
deviant behaviour: HRD agenda for Malaysian support personnel . Emerald
Insight, pp.161-182.

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Everton, W. J., Jolton, J. A., & Mastrangelo, P. M. (2007). Be nice and fair or else:
understanding reasons for employee deviant behaviors. Journal of
Management Development , 117-131.
Kidwell Jr., R. E., & Kochanowski, S. M. (2005). The Morality of Employee Theft:
Teaching about ethics and deviant behavior in the workplace. Journal of
management education, 135-152.
Lawrence, T. B., & Robinson, S. L. (2007). Ain't Misbehavin: Workplace deviance
as organizational resistance . Journal of management, 378-394.
Ma'bol, M. (31 March, 2016). Showcause letter - Late attendance. (N. A.
Jamaludin, Interviewer)
Southey, K. (n.d). A typology of employee explanations of misbehaviour: An
analysis of unfair dismissal case . Journal of industrial relations, 81-102.
Srivastava, S. (2012). Workplace passion as a moderator for workplace deviant
behaviour-job satisfaction relationship: A comparative study between
public sector and private sector managers. Asia-pacific journal of
management, 517-523.
Tuna, M., Ghazzawi, I., Yesiltas, M., Arslan, S., & Tuna, A. A. (2016). The effect of
perceived external prestige of the organization on employee deviant
workplace behavior: the mediating role of job satisfaction . International
Journal of Contemporary Hospitality Management , 366-396.
UEM. (28 February, 2014). Code of conduct handbook. Kuala Lumpur Sentral,
Kuala Lumpur , Malaysia: UEM.
UEM. (1 January, 2016). Employee handbook. UEM. Kuala Lumpur Sentral, Kuala
Lumpur, Malaysia: UEM.

Supervisor/Co. Supervisor/Examiners Name:

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Comments by Supervisor/Co. Supervisor/Co. Examiner:

_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_________________________________________________________________________
Signature & Stamp :

Date :

Marks Given = ___/10

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