abuse their employees they may be perceived as doing so…". Organizational justice and the organizational climate are also critical, since the quality of the work experience can impact employee behavior in the workplace. Organizational justice may be organized into three subcategories: procedural, distributive and interactional justice. Procedural justice is concerned with how the decision-making process was made. Distributive justice, on the other hand, considers the actual decision. Interactional justice involves the interpersonal relationship and sense of fairness which employees have with supervisors and other authority figures within the organization. Research indicates that procedural justice (combined with interactional justice) is beneficial in reducing workplace-deviant behavior. Employees who are consulted (and given an opportunity to be involved in the decision-making processes at their organization) are less likely to act out, since their voices are valued. Workplace deviance is a phenomenon which occurs frequently within an organization. Ultimately, it is the managers' and the organization's responsibility to uphold the norms to which the organization wishes to adhere; it is the organization's job to create an ethical climate. If organizations have authority figures who demonstrate their ethical values, a healthier workplace environment is created. "Research has suggested that managers' behavior influences employee ethical decision-making". Employees who perceive themselves as being treated respectfully and valued are those less likely to engage in workplace deviance. See also Counterproductive work behavior Deviance (sociology) Gaming the system Machiavellianism in the workplace Malicious compliance Workplace bullying Workplace harassment Workplace revenge Footnotes References Bennett and Robinson (2003) Bolin, A. and Heatherly, L . ( 2001). Predictors of Employee Deviance: The Relationship between Bad Attitudes and Bad Behaviors." Journal of Business and Psychology, 15(3), pg 405. Chiu. S and Peng, J. (2008) "The relationship between psychological contract breach and employee deviance: The moderating role of hostile attributional style." Journal of Vocational Behavior, 73 (4), 426-433. Everton, W.J., et al. (2007). "Be nice or else: understanding reasons for employee's deviant behaviors." The Journal of Management Development. 26 (2), 117. Griffin, R.W. and O'Leary-Kelly, A.M. (2004). The Dark Side of Organizational Behavior. () Wiley, New York. Harris, L.C. and Ogbonna, E. (2006). "Service Sabotage: A Study of Antecedents and Consequences." Academy of Marketing Science Journal. 34(4), 543-599. Hollinger, R. and Clark, J. (1982)." Employee Deviance: A response to Perceived Quality of the Work Experience." Work and Occupations, 9 (1), 97-114. Litzky, B.E., et al. (2006). "The Good, the Bad, and the Misguided: How