WORK DEVIANT BEHAVIOUR: DOES ORGANISATIONAL CAREER GROWTH PLAY A ROLE?

Abstract

The study investigated work deviant behavior and the role of organisational career growth on ninety-eight (98) non-teaching staff. Seventy-three (73) females and twenty five (25) males with the mean age of 2.57 and SD of 1.46 were selected as participants using multi-stage (cluster, simple: balloting and availability) sampling techniques from four faculties in Enugu State University of Science and Technology (ESUT). Organizational career growth scale (Weng, 2010) and workplace deviance scale (Bennett & Robinson, 2000) were used for gathering data. Correlational design was adopted, while multiple hierarchical regression was adopted as statistic. Findings revealed that work deviant behavior dimensions independently and jointly predicted dimensions of organisational career growth. Hence, the findings were discussed in the light of social exchange theory which asserts that employees who perceive having positive career growth tend to reciprocate by not getting involved in deviant behaviours in the workplace.   Keywords: Work deviant behavior, organizational career growth