Abstract
This study examines the relationship between employee’s organizational reactions and deviant behaviours in the workplace. Drawing on the organizational climate and workplace deviance literatures, we hypothesize that deviant workplace behaviours of males will be significantly different from that of their female counterpart. Likewise, that there will be a significant positive relationship between employees organisational reactions and various facets of deviant behaviour in the workplace. The study was anchored on Affective Events Theory, Agency Theory and Robinson & Bennett Typology of Deviance behaviour Theory. Six hundred and ninety six employees completed the surveys. The results supported our hypotheses. First, male participants were significantly different from their female counterparts on production deviance, personal aggression, political deviance and property deviance respectively. Specifically, production deviance, personal aggression and political deviance were higher among females than males. Second, multiple regression analysis revealed that organisational reaction variables (supervision, company identification, kinds of work, amount of work, co-workers, physical work conditions and financial rewards) are significant predictors of different facets of workplace deviant behaviours among workers. Finally, mean deviant behaviours of males at both controlled work environment and less controlled work environment was higher and significantly different from that of their female counterparts. Interaction between gender and work environment control was not significant as expected. The results were discussed in the light of extant literature on deviant workplace behavior, and implications for management practices.
Highlights
Unethical and deviant workplace behaviour is becoming a prevalent problem in organisation
Results in the table show significant t-ratios for the mean difference between male and female on all measures. These results implied that male participants were significantly different as compared to their female counterparts in terms production deviance and personal aggression, respectively
This study examined the individual and organisational determinants of workplace deviant behaviours in the organizational workgroup setting
Summary
Unethical and deviant workplace behaviour is becoming a prevalent problem in organisation. Less prevalent, yet still harmful, are aggressive behaviours such as lying (DePaulo & DePaulo, 1989), spreading rumours (Skarlicki & Folger, 1997; Fox & Spector, 1999), withholding effort (Kidwell and Bennett, 1993) and absenteeism (Johns, 1997) These attitudes violate www.ccsenet.org/ijbm workplace norms and are considered to be an antisocial type of behaviour (Robinson and Bennett, 1995). It is not surprising that organizational scholars have focused, with vigour, on various forms of negative behaviours in the workplace in recent times (Fox & Spector, 1999; Fisher, 2003; Griffin & Lopez, 2005) Notable examples of these behaviors include deviance, aggression, antisocial behaviour, and violence
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