Interactional Justice and Deviant Workplace Behavior: The Mediating Role of Perceived Supervisor Support in Hotel Industry of KP-Pakistan (original) (raw)
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Employee-organization relationship has become a topic of prime concern for many firms across world, particularly in developing nations. However, little is known about its predictors in banking industry. Moreover, there is scarcity of literature regarding the underlying mediating mechanisms. Thus, purpose of this study is to investigate the mediating role of perceived organizational support on relationship between perceived supervisor support and workplace deviance within a non-western context. After preliminary pilot testing, via convenience sampling technique, survey questionnaires were distributed among 800 front-line employees working in the top banks of Pakistan, and 614 completely filled instruments were received back. SEM results verify that perceived organizational support partially mediates the impact of supervisor support and workplace deviance, implying that employees perceive more support when their organizations offer commensurate rewards, opportunities for growth and participation in decision making. This study is imperative for policy making in order to overcome counter-productive behaviors among front-line employees in both public and private banks of Pakistan. However, outcomes of this research are limited to the Pakistani context.
International research journal of management, IT and social sciences
Workplace deviant behavior is the behavior of members of the organization that is not in accordance with the rules or norms, general habits that serve as guidelines in the organization that have a negative impact on the organization and/or members of the organization. This study aims to determine the role of job satisfaction and job stress in mediating effect of organizational justice on workplace deviant behavior. This research was conducted on government employees in Udayana University with a sample of 106 employees. The samples were collected by using proportionate random sampling. Data were analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) approach. The result showed that job satisfaction was not able to mediate the effect of organizational justice on workplace deviant behavior and job stress was able to fully mediate the effect of organizational justice on workplace deviant behavior. These result showed that in order to reduce workplace devia...
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Indian Journal of Science and Technology, 2016
Objectives: This article examines the integration of work-family conflict, stress and organisational justice with deviant behavior literature that enhances the intellection of individual's role and their engagement in workplace deviance. Statistical Analysis: This study proceeds in the following manner. 1. It starts with a literature review in Deviance workplace behaviour with organisational justice, abusive supervision, and Work-Family conflict. 2. Then followed by the development of a new model on basis of Reactance theory and COR (Conservation of Resources) Theory that establishes informationdriven measurable alliance between the Genesis and Emanations of the Work-Family Conflict with Deviance Behaviour. 3. Assessment of their likelihood by using business intelligence tools 'Fit Statistics' using Structure Modelling. 4. Lastly demonstrating results tested with longitudinal information. Novelty: A sample of 500 operational staff in Tata Consultancy Services (TCS) working from 15 different ISUs in India, Canada, China, UK and United States., the results show that: 1. The four dimensions of organizational justice can be dissentingly associated with perceptions of stress. 2. The four dimensions of organizational justice can be dissentiousto perceptions of work-family conflict. 3. The negative relationships among the four dimensions of organizational justice and stress will be partially interceded by impression of work-family conflict. Improvement: The future examination could build up a model examining so as to anticipate family-work conflict justice as it is knowledgeable about the home. For instance, Grote and Clark inspected the decency of the division of family work. Others could investigate a more extensive assortment of justice measurements to think about the stress ramifications of hierarchical versus home-based justice. Further research is additionally expected to proliferation.
The role and importance of human resources in the development of social systems including educational-research, health institutions of the country, which have become more convoluted today, have not been concealed from anyone. Injustice in the implementation of laws and administrative regulations and unfair distribution of the achievements of an organization among organization labor force would result in demoralizing them in their work and a manifestation of deviant behaviors in most cases. With the aim of establishing the relationship between organizational justice and the exhibition of deviant work behaviors among the headquarter employee of Zahedan University of Medical Sciences, the study was conducted in 2013. It served an analytic (correlation)-descriptive purpose. The statistical population consisted of the headquarter employee of Zahedan University of Medical Sciences, the sample size of which has been selected as many as 221 workers in a stratified random sampling manner. The instruments for collecting data and measuring subjects consisted of two standard questionnaires; namely Niehoff and Moorman’s organizational justice questionnaire and Kuyt et al‘s deviant behavior questionnaire, which were confirmed in terms of reliability and validity. The results of the study showed that the mean scores of employee’s deviant behaviors are different only in accordance with age and employment status variables in spite of a little correlation between organizational justice and deviant work behaviors. Despite the fact that the findings of the study confirm those of previous ones, the change in the score of organizational justice, in this study, does not verify the changes in the employee’s deviant behaviors in the workplace.