“The Manager’s Handbook Managing Deviance, Justice, and Psychological Contracts for a Better Workplace”

IntroductionPurpose of the HandbookHow to Use the HandbookOverview of Key ConceptsChapter 1Understanding Workplace DevianceDefinition and Evolution of Workplace DevianceConstructive and Destructive DevianceWorkplace Deviance and Similar ConceptsAntecedents of Workplace DevianceImplications of Past StudiesChapter 2Definitions of Organizational JusticeHistorical Development of Organizational JusticeDevelopment of Organizational JusticeJustice ConsiderationsWorkplace Deviance as an Outcome of Organizational JusticeChapter 3Psychological Contract BreachIntroduction to Psychological Contract BreachAntecedents and Outcomes of Psychological Contract BreachThe Post-Violation ModelCommitment and the Psychological ContractSense-Making Perspective on Psychological Contract BreachChapter 4Psychological Contract TheoryTheoretical FoundationsSocial Exchange TheoryEquity TheoryReciprocity TheoryAffective Events Theory (AET)Chapter 5Practical Strategies for ManagersPreventing Workplace DevianceBuilding a Positive Work CultureEffective Communication and Feedback MechanismsEnhancing Organizational JusticeManaging Psychological ContractsChapter 6Tools and ResourcesTemplates for Feedback and Performance ReviewsAction Plans for Implementing ChangesResources for Further Reading and TrainingPractical Tips for ManagersChapter 7ConclusionRecap of Key PointsEncouragement to Implement the StrategiesFinal ThoughtsAbout the Author