Examining workplace deviance in public sector organizations of Pakistan
Purpose - The purpose of this paper is to pin point the root causes for the deviant workplace behaviour in the government sector of Pakistan. Design/methodology/approach - Data collection for the research was carried out by interviewing and distributing questionnaires to 100 employees belonging to different Government organizations of Pakistan. The extent of researcher interference was minimal and research was conducted in a non-contrived environment. This is a cross-sectional study. Findings - After a comprehensive study, it is concluded that there can be multiple factors responsible for creating workplace deviance, e.g. financial pressures, lower job satisfaction, organizational injustice, organization environment, employee perception, etc. but the most important factors out of these are organizational injustice and job satisfaction. Research limitations/implications - An important limitation of this research is that it was conducted with a limited sample and a small sample size. Future researchers should use a larger sample size for the research in order to explore new dimensions regarding workplace deviance in public sector organizations of Pakistan. Practical implications - Managers can benefit from this research and can devise more appropriate strategies to make the employees productive. In order to overcome the deviant workplace behaviour, the managers should try to develop good employee relations, a congenial work environment and promote a culture of quality control circles. Originality/value - The exact reasons for deviant behaviour in public sector organizations in Pakistan were not identified, thus solutions could not be formulated. This research pin points two major factors due to which deviation at work takes place. This paper is of paramount significance for managers experiencing employee deviance at work in government organizations of Pakistan.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 39 (2012)
Issue (Month): 4 (May)
|Contact details of provider:|| Web page: http://www.emeraldinsight.com|
|Order Information:|| Postal: Emerald Group Publishing, Howard House, Wagon Lane, Bingley, BD16 1WA, UK|
Web: http://www.emeraldinsight.com/ijse.htm Email:
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Douglas N. Behrman & William J. Bigoness & William D. Perreault, Jr., 1981. "Sources of Job Related Ambiguity and Their Consequences Upon Salespersons' Job Satisfaction and Performance," Management Science, INFORMS, vol. 27(11), pages 1246-1260, November.
- Millissa F. Y. Cheung & Monica C. C. Law, 2008. "Relationships of Organizational Justice and Organizational Identification: The Mediating Effects of Perceived Organizational Support in Hong Kong," Asia Pacific Business Review, Taylor & Francis Journals, vol. 14(2), pages 213-231, April.
- Isabelle Huault & V. Perret & S. Charreire-Petit, 2007. "Management," Post-Print halshs-00337676, HAL.
When requesting a correction, please mention this item's handle: RePEc:eme:ijsepp:v:39:y:2012:i:4:p:240-253. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Virginia Chapman)
If references are entirely missing, you can add them using this form.