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capacity to orchestrate performance on a specific task (Gist &Mitchell, 1992). When individuals feel efficacious, they believe that the potential for success outweighs the possibility of failure. Research has found that high levels of self-efficacy are related to the setting of higher goals and firmer commitments to reaching those goals (Bandura, 1989). Strong levels of self-efficacy also cultivate interest and expand choice behavior (Bandura, 1977). When individuals feel efficacious, they have a hunger to grow and develop to their full potential as human beings. The confidence that comes from being efficacious should facilitate positive workplace deviance. Feelings of competence encourage individuals to set more ambitious goals for themselves, while increasing their commitment to attaining the goals. Because competence cultivates interest and expands choice behavior, it is also likely to help people to think out of the box in a way that allows them to defy norms of conventional business practice.

Self Efficacy and positive workplace deviance

According to various studies self-efficacy has been positively related to positive deviant behaviors (Galperin, 2002). According to them greater is the self efficacy greater is the tendency to engage in positive deviant behaviors (Galperin, 2002). It has been shown that shows that when employees have the support of their colleagues they are more confident of their skills. With this increased self-efficacy, employees are more likely to persist and engage in deviant behavior. Also the confidence that comes from being self efficacious facilitates positive workplace deviance. Feelings of competence encourage individuals to set more ambitious goals for themselves, while increasing their commitment to attaining the goals. Because competence cultivates interest and expands choice behavior, it is likely to help people to think out of the box in a way that allows them to defy norms of conventional business practice.

Autonomy and Self Efficacy

In order for managers to feel confident in their ability to lead change efforts, their jobs need to provide them the opportunity to set new directions, build relationships and gain followers' commitment, and take the actions necessary to overcome obstacles. More simply, the manager must have some choice about what to do and how to do it (Stewart, 1982; Yukl, 1994). The presence or absence of job autonomy is goal attainment, among other factors, such as defining goals for the unit, making work assignments, selecting new employees, and controlling expenditures (Hammer & Turk, 1987; Stewart, 1982) affects an individual's self efficacy. In their paper titled ‘Self-Efficacy and Managers' Motivation for Leading Change', Laura L. Paglis and Stephen G. Green have established and proven a positive relationship between autonomy in goal attainment and self efficacy.

Thus we propose the following hypothesis:

H1: Autonomy positively affects the self efficacy of a person and in turn positively affects the positive workplace deviance of an individual.

Risk Taking Propensity

Risk taking propensity is defined as the degree to which an entity is willing to take chances with respect to risk of loss. Risk taking propensity has also been defined as an individual's risk taking tendencies. MacCrimmon and Wehrung (1990) in their study of executive risk behaviour concept