How has cyber technology created opportunities for workplace deviance?

Before we get started, I would like to start off by defining what workplace deviance is. Workplace deviance is described as “voluntary behavior that violates significant organizational norms and in doing so threatens the well-being of an organization, its members or both” (Robinson and Bennett, 1997). One of the reasons why cyber technology created opportunities for workplace deviance is because employees heavily rely on technology for work-related activities. The increased proliferation of technology in the workplace has created multiple opportunities for employees to misuse technologies. IBM security said that the average data breach cost in 2022 was $4.35 million, a 2.6% rise from the 2021 amount which was $4.24 million. There are 3 dimensions of cyber deviance: minor vs. serious cyber deviance, cyber deviant behaviors that are harmful to individuals vs. organizations, and cyber deviant behaviors that require low vs. high technological skills to perform. The inappropriate use of technology in the workplace had resulted in critical losses for organizations. This resulted in employees’ termination of employees and some organizations faced lawsuits that diminished trust. Deviant employees used technology owned by their workplace to conduct personal business, harass coworkers, and engage in corporate espionage or steal. Workplace deviance often happens when employees feel a psychological contract has been violated. A psychological contract is an agreement between employees and the organization and their obligations to one another, and it is also based on their beliefs or an unstated agreement. An example of breaking a psychological contract is if an employee completes their work the right way and on time they will receive a paycheck and remain an employee of the organization. Deviance occurs when the employee feels like they are maintaining their part of their part of agreement when other employees of the organization are not. Unfairness and inequitable treatment trigger deviant behaviors. If there is no equality within the workplace, it can result in disengagement, anger, revenge, and other negative behaviors that may transpire, bringing full attention to the employees and the situation at hand. The severity of deviant behaviors is dependent upon a variety of factors, including individual differences and the severity of the situation.