An analysis of the causes and impact of deviant behaviour in the workplace. The case of secretaries in state universities

Vonai Chirasha · Mildred Mahapa

40 citations0/0 files storedJournal of Emerging Trends in Economics and Management Science

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Workplace Violence and Bullying Cyberloafing and Workplace Behavior

Abstract

While management in most organisations have shown no interest in managing deviant behaviour as they view it as destructive, research has shown that minor deviant behaviours may extend to high profile scandals that have a negative impact on organisations hence the importance of managing deviant behaviour at workplace. Two universities in Zimbabwe were made use of and due to confidentiality there will be referred to as University A and University B. The research sought to establish the prevalence of production, property and personal deviance at the workplace and the impact they have on organisational performance. Stratified random sampling was employed to come up with a sample size of 60 respondents with 8 being the immediate bosses (management) and the rest were the secretaries. Robonson and Bennets' typology of workplace deviance was used and speculated that the factors contributing to workplace deviance range from interpersonal factors, organisational justice and work place environment. Findings revealed that indeed workplace deviance through its various forms was overt in the universities. The two most common are production and property deviance through leaving early or coming to work, misuse of company property, use of stationery on personal matters and verbal abuse were common judging from the response. The research concluded that workplace deviance is not a phenomenon to be underestimated as it impacts negatively on both the organisation total output and the individual employee's moral and motivation. The research recommended that management should be involved and set the tone in supporting ethics programmes to improve organisational culture and conduct of employees in the workplace.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 40 citations exist upstream.

References

1965Educational Research: An Introduction 1984Social Research Methods 2006RELATIONSHIP OF PERSONALITY TRAITS AND COUNTERPRODUCTIVE WORK BEHAVIORS: THE MEDIATING EFFECTS OF JOB SATISFACTION 2006The Good, the Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors 2008The relationship between psychological contract breach and employee deviance: The moderating role of hostile attributional style 2001Predictors of Employee Deviance: The Relationship Between Bad Attitudes and Bad Behavior

Cited by

2018Integrating antecedents of workplace deviance: utilizing AHP approach 2018Proposing micro-macro HRM strategies to overcome challenges of workforce diversity and deviance in ASEAN 2014INVESTIGATING FACTORS AFFECTING EMPLOYEE WORKPLACE DEVIANT BEHAVIOR 2013Personality and Motivational Traits As Correlates of Workplace Deviance among Public and Private Sector Employees 2019Ethical climate and deviant behavior among employees of selected public and private universities: The case of the emerging country 2014An Aerial Glimpse of Workplace Deviance in Indian Service Industry

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.