Impact Of Organizational Deviant Behavior On Organizational Performance Of Oil Servicing Companies In Rivers State Nigeria
Obibhunun Lucky (PhD)
Department of Management, Rivers State University, Port Harcourt, Nigeria
Obiekwe Onyebuchi PhD
Department of Business Administration, Crown-Hill University, Ilorin Nigeria
Keywords: Organizational Deviance, Performance, loyalty, Productivity
Abstract
This study empirically examined the impact of organizational deviant behavior on organizational performance of oil servicing companies in Rivers State Nigeria. The predictor variable is organizational deviance, while the measures of organizational performance utilized are productivity, growth and survival. The research design used is the survey method. Five oil servicing companies were drawn using purposive sampling method. A sample size of two hundred and sixty-six (266) employees was determined from the total of eight hundred and two (802) employees of the five studied companies using the Taro Yamane’s formula. The Cronbach’s Alpha values of the scales which surpassed the threshold of 0.7 showed reliability of the scales used, while the Pearson’s Product Moment Correlation Co-efficient was used to test the postulated hypotheses. Results revealed that deviant behaviour has a significant but negative relationship with the measures of organizational performance (productivity, growth and survival). The study concluded that deviant behaviour in the workplace is an issue of serious concern that negatively affect the performance and wellbeing of oil servicing firms in Port Harcourt Nigeria. It is recommended that organizations must ensure that just punishment is meted to anyone in the organization who breaks the company rules and regulations to serve as a deterrent to others who may want to do the same in future. Organizations must ensure that employee’ rewards and incentives are not taken for granted because that could trigger deviant behavior. Organizations’ rules and regulation must be well stated in a clear manner for employees to understand. Management should also put in place an effective grievance resolution process to address any grievances that may arise among the employees or between the employees and management.