Deviant Workplace Behaviors in Organizations in Pakistan

Abstract

While employees bring their own set of values and attitudes to the workplace, companies that adopt a positive approach toward their employees are likely to be more productive. Employee misbehavior and workplace deviance can have a severe impact on overall organizational performance and productivity, with a corresponding increase in costs. The literature indicates that deviant behaviors include stress, violence, sexual harassment, employee hostility and organizational injustice. This study examines the extent of organizational and interpersonal deviance at a private sector firm in Pakistan, in which a sample of 50 employees were asked to rate deviant workplace behaviors. The independent variables include leader mistreatment, employee hostility, organizational sabotage, intention to quit, and political and production deviance. The study finds a significant relationship between workplace deviance and most of these variables.