that the abused employee will get approval (normally implied) of their coworkers to commit deviant acts. Workplace experiences may fuel the worker to act out. Research has been conducted demonstrating that the perception of not being respected is one of the main causes for workplace deviance; workplace dissatisfaction is also a factor. According to Bolin and Heatherly, "dissatisfaction results in a higher incidence of minor offenses, but does not necessarily lead to severe offense". An employee who is less satisfied with his or her work may become less productive as their needs are not met. In the workplace, "frustration, injustices and threats to self are primary antecedents to employee deviance". Although workplace deviance does occur, the behavior is not universal. There are two preventive measures that business owners can use to protect themselves. The first is strengthening the employee's commitment by reacting strongly to abusive supervision so that the employee knows that the behavior is not accepted. Holding the employee at high esteem by reminding them of their importance, or setting up programs that communicate concern for the employee may also strengthen employee commitment. Providing a positive ethical climate can also help. Employers can do this by having a clear code of conduct that is applied to both managers and employees alike. Types Workplace deviance may be expressed in various ways. Employees can engage in minor, extreme, nonviolent or violent behavior, which ultimately leads to an organization's decline in productivity. Interpersonal and organizational deviance are two forms of workplace deviance which are directed differently; however, both cause harm to an organization. Interpersonal deviance Interpersonal deviance can occur when misconduct "target(s) specific stakeholders such as coworkers". Behavior falling within this subgroup of employee deviance includes gossiping about coworkers and assigning blame to them. These minor (but unhealthy) behaviors, directed at others, are believed to occur as some employees perceive "a sense of entitlement often associated with exploitation". In other words, they feel the need to misbehave in ways that will benefit them. Organizational deviance Deviant behavior typically aimed directly at the organization is often referred to as organizational deviance. Organizational deviance encompasses production and property deviance. Workplace-deviant behavior may be expressed as tardiness or excessive absenteeism. These behaviors have been cited by some researchers as "withdraw(al) behaviors…such behaviors allow employees to withdraw physically and emotionally from the organization". Silence Employee silence is also considered a deviant behavior in the workplace, falling