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iants are not necessarily rewarded by and are often punished by traditional organizational systems because they go against the established social order (Hechert, 1998; Jones, 1998). Infact, there may be resistance, stigma, or even sanctions targeted at positive deviants from people who closely conform to the norms being violated. Consequently, those who follow established expectations might view positive deviants with suspicion or distaste (Katz, 1972; Mathews & Wacker, 2002; Posner, 1976). Furthermore, the organization will try to push the positive deviant back to behavior more consistent with norms (Quinn, 1996), even if those outside of the organization consider the action honorable. However, those outside of the immediate referent group will often view the positively deviant behavior as honorable, since the behavior adheres to a higher-level norm and high ethical standards (Warren, 2003).

There are a number of factors that have been posited to affect positive workplace deviance. ‘Doing the Job Well: An investigation of Pro-social rule breaking' by Elizabeth W. Morrison includes a number of these factors like empathy, job meaning and autonomy in their study of ‘Pro-social Rule breaking'. The intent of this study is not to provide a comprehensive analysis of all these factors, but to advance current research by examining the relationship of autonomy in goal attainment often theorized but yet to be empirically tested with risk propensity and self efficacy.

Autonomy

Autonomy is a concept found in moral, political and bioethical philosophy. Within this context it refers to the capacity of a rational individual to make an informed and un-coerced decision. The concept of Autonomy was developed by Mahler (Mahler et al., 1975; Ericson, 1974; Kohlberg, 1984) as separation, being on one's own and isolation. Amongst other factors higher job autonomy increases an employee's motivation resulting in higher productivity and less turnover and absenteeism (Hackman & Oldham, 1976; Spreitzer, 1995). Autonomy is a psychological condition reached at the beginning of adulthood. It is considered as a result of healthy development (e.g., Mahler, Pine, & Bergman, 1975).

Autonomy in goal attainment and Positive workplace deviance

Jobs that provide high autonomy lead to feelings of responsibility, latitude, and self-determination (Hackman&Oldham, 1976; Spreitzer, 1995). Within the context of an organization autonomy reflects the amount of discretion a person has in taking a decision. These decisions when pertain to the independent goal attainment for a person, define the autonomy in goal attainment for an individual (Bieling, Beck & Brown, 2000). This kind of autonomy enables individuals to feel that they have control over how to accomplish their work activities and achieve organizational objectives. These feelings of control and discretion may empower employees to perceive that they can deviate from formal organizational rules and to therefore increase the likelihood of employees disregarding rules when they feel this counterproductive or too rigid (Morrison, 2006). Indirect support for this prediction comes from research showing that a strong predictor of initiative taking is the amount of control in independent goals afforded by one's job (Frese, Garst, & Fay, 2000).

Self Efficacy

Self Efficacy is a person's estimate of his or her