The Role of Organisational Culture and Situational Factors in Predicting Workplace Deviation Among Public Employees

Abstract

Purpose – This study examined the influence of situational factors on organisational deviance and how organisational culture could mediate these factors among public employees. Aims(s) – The study aimed to identify predictors of workplace deviant behaviour in the public service and the mediatory roles of organisational cultures in these predictors. Design/methodology/approach – The study employed a quantitative approach using a cross-sectional survey design to collect data from 430 participants; the analysis included regression analysis and structural equation modelling to examine the mediating effect of organisational culture. Findings – The results of the structural equation modelling adopted in the data analysis revealed that injustice, stress, and lack of support were responsible for the increased observed organisational behaviour. The result also revealed that perceived organisational injustice and work stress levels significantly predict deviant behaviour among the studied group, while the organisation's culture mediated the influence of justice and stress predictor variables. Limitations of the study – The study outcome may not be free of sampling error and non-response error due to self-reported surveys that could be subject to bias. The sample may be limited to public service, thus limiting the generalisation of the findings to other sectors. Practical implications and Originality/value – The study contributes to the literature on the mediating role of organisational culture in deviant work behaviour. It also shows how the organisational culture could be used to control or prevent this cankerworm called workplace deviation among employees who implement policies within the organisation.

Keywords

• organisational culture
• work deviance
• organisational justice
• structural equation model
• perceived stress