Perceived Organizational Support and Workplace Deviance in the Voluntary Sector

Abstract

Workplace deviance in organizations has becoming a serious issue discussed amongst researchers and managers. It seems that the cost of workplace deviance is detrimental as it affects organizational effectiveness and performance. The aim of this paper is to extend the workplace deviance construct into voluntary sector and to examine the correlation between perceived organizational supports with workplace deviance. Data were gathered from a sample of 346 volunteers that involved in emergency relief services in Malaysia. Results from the factor analysis indicated three forms of workplace deviance and the hierarchical multiple regression analyses have revealed that perceived organizational support has a significant negative effect on workplace deviance. Theoretical and managerial implications of the findings were discussed.

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