The Influence Mechanism Of Perceived Organizational Support On Employees' Constructive Deviance

In the information age,the business world is volatile,uncertain,complex,and fuzzy.Information is multiplied and iterations accelerate.Repeated and efficient constant operations have become a thing of the past,constantly breaking the norm and breaking the balance into a new normal.Although following a proven order in the past is necessary for the smooth functioning of an organization,it can also prevent employees from finding new ways to solve their job challenges.As organizations become more flexible and performance-oriented,employees need to be more innovative and flexible,and often need to proactively break through rules to keep tasks running smoothly.Constructive deviance is the behavior of employees to break organizational norms in order to maintain the positive motivation of the organization.It can provide alternative norms for the organization,as a catalyst for change,release the vitality of growth,make a significant contribution to improving the effectiveness of the organization's response to the environment,and can bring huge positive effects to the organization.Therefore,how to motivate employees to make constructive deviance behaviors becomes a research hotspot in the field of organizational behavior.Constructive deviance breaks the rules and conventions,and the results are uncertain.Employees' views on whether the organization supports themselves significantly affect behavior.Perceived organizational support is a comprehensive perception of employees' support to leaders,colleagues,and organizations.Previous research has shown that perceived organizational support can promote positive work behaviors of employees.Therefore,this article speculates perceived organizational support can improve employees' constructive deviance.Role breadth self-efficacy reflects the individual's perception of the ability to complete unspecified tasks,is an effective predictor of employees' constructive devianc.Constructive devianc is closelyrelated to risk,employees' assessment of risks and benefits will affect their expectations of results.If they focus on risks,their behaviors tend to be conservative,if they focus on benefits,they will have the courage to make breakthroughs.Risk-taking propensity is thought to explain well the differences in constructive deviations from employees.This study introduces role breadth self-efficacy and risk-taking propensity into the model,and explores the mechanism of perceived organizational support on employees' constructive devianc.Based on the analysis of 337 valid samples,the results shows that:perceived organizational support positively affects employees' constructive deviance;role breadth self-efficacy partly mediates the relationship between them.Risk-taking propensity positively moderates the relationship between them,and it also positively moderates the mediating role of the role breadth self-efficacy.The conclusion explains the internal mechanism of perceived organizational support affecting employees' constructive deviance,and explains the contradiction between high perceived organizational support and low constructive deviance,and it provides a new theoretical basis for stimulating employees' constructive deviance.