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Devianct Behavior of Employees and Job Performance - Evidence From Selected Agricultural Research Institutes in Nigeria

Author

Listed:
  • Bolaji Grace Abiona

    (Department of Agricultural Administration, Federal University of Agriculture, Abeokuta, P.M.B. 2240, Ogun State, Nigeria)

  • Dele Akin Adesanya

    (Department of Industrial Relation and Human Resource Management, Olabisi Onabanjo University, P.M.B 2020, Ogun State, Nigeria)

  • Samuel Temitope Oyekanmi

    (Department of Agricultural Administration, Federal University of Agriculture, Abeokuta, P.M.B. 2240, Ogun State, Nigeria)

  • Micheal Tunde Ajayi

    (Department of Agricultural Administration, Federal University of Agriculture, Abeokuta, P.M.B. 2240, Ogun State, Nigeria)

Abstract

This study determined the effects of workplace deviance on employees' job performance in selected Research Institutes in Oyo State, Nigeria. A multistage random sampling technique was used to sample two hundred and fifty five (255) respondents. Data were collected through a structured questionnaire and were analyzed using descriptive and inferential statistical tools. Results revealed that mean age of respondents was 36.9 years and that majority (53.7%) of the respondents were male. The hierarchical regression analyses results indicated that overall job performance was significantly related to political deviance (b1 = -2.015, p < 0.05), personal deviance (b1 = -2.531, p < 0.05) and production deviance (b1 = 1.734, p < 0.05) This study concluded that despite various forms of workplace deviance identified in the study area, employees still perform better in their respective job assigned to them but not up to the maximum level expected. Finally, the study recommended that measure should be put in place to tame this act in other to achieve organizational goals. It was however recommended that conducive work environment be put in place to reduce work deviant behaviors. So also, training and workshops for the employees, both local and international level that can enhance their performance should also be put in place to reduce work place deviance.

Suggested Citation

  • Bolaji Grace Abiona & Dele Akin Adesanya & Samuel Temitope Oyekanmi & Micheal Tunde Ajayi, 2021. "Devianct Behavior of Employees and Job Performance - Evidence From Selected Agricultural Research Institutes in Nigeria," Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, Mendel University Press, vol. 69(2), pages 241-249.
    • Handle: RePEc:mup:actaun:2021.021
    DOI: 10.11118/actaun.2021.021
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    References listed on IDEAS

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    1. Rusi Sun & Weijie Wang, 2017. "Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations," Public Management Review, Taylor & Francis Journals, vol. 19(8), pages 1124-1141, September.
    2. Sahidur Rahman & Shameema Ferdausy & Rana Karan, 2012. "Relationship Among Emotional Intelligence, Deviant Workplace Behavior And Job Performance: An Empirical Study," Portuguese Journal of Management Studies, ISEG, Universidade de Lisboa, vol. 0(1), pages 39-62.
    3. Souto, Jaime E., 2015. "Business model innovation and business concept innovation as the context of incremental innovation and radical innovation," Tourism Management, Elsevier, vol. 51(C), pages 142-155.
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