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This present study was mainly designed to examine the relationships between the typology of deviant workplace behavior (such as, production deviance, property deviance, political deviance, and personal aggression) and job performance. Deviant workplace behavior was measured by the Multidimensional Scale while job performance was assessed by Tsui et al.,'s Job Performance Scale. Data for this study were collected from 201 employed MBA students studying at four private universities in Chittagong, a port city of Bangladesh, who were asked to rate their supervisors' deviant workplace behavior and job performance with the help of self-administered questionnaires. In data collection, this study used convenience sampling technique. Data collected were analyzed using descriptive statistics, bivariate correlation, and regression analysis. Results indicated a negative correlation between the typology of deviant workplace behavior and job performance. The main implication of the study was that as the existence of deviant workplace behavior is a prior indication of poor job performance, hence preventive measures should be taken to minimize it. The most important limitation was in using convenience samples that might limit the generalizability of the results. Future research directions are also discussed.

PurposeThis field study aims to investigate the interactive relationships of millennial employee's gender, supervisor's gender and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand and Hong Kong).Design/methodology/approachThis exploratory study extends past research by examining the interactive effects of gender × supervisor's gender × country on the CMS within a single generation of workers, millennials. The Rahim Organizational Conflict Inventory–II, Form A was used to assess the use of the five CMS (integrating, obliging, dominating, avoiding and compromising). Data analysis found CMS used in the workplace are associated with the interaction of worker and supervisor genders and the national context of their work.FindingsData analysis (N= 2,801) was performed using the multivariate analysis of covariance with work experience as a covariate. The analysis provided support for the three-way interaction. This interaction suggests how one uses the CMS depends on self-gender, supervisor's gender and the country where the parties live. Also, the covariate – work experience – was significantly associated with CMS.Research limitations/implicationsOne of the limitations of this study is that the authors collected data from a collegiate sample of employed management students in ten countries. There are significant implications for leading global teams and training programs for mid-level millennials.Practical implicationsThere are various conflict situations where one conflict strategy may be more appropriate than others. Organizations may have to change their policies for recruiting employees who are more effective in conflict management.Social implicationsConflict management is not only important for managers but it is also important for all human beings. Individuals handle conflict every day and it would be really good if they could handle it effectively and improve their gains.Originality/valueTo the best of the authors' knowledge, no study has tested a three-way interaction of variables on CMS. This study has a wealth of information on CMS for global managers.