The Effects of Organizational Commitment on Deviant Work Behaviors of Employees at a Thai Government Bank
Abstract
The objective of this present study was to investigate the effects of organizational commitment on deviant work behaviors of Thai government bank’s employees. A total of 143 employees of Thai government bank headquarters who agreed to participate in this study returned a self-administrated questionnaire with completion. A modified version of 17-item organizational commitment scale and 12-item of deviant work behavior were used as the instruments for data collection. The results of multiple regression analysis indicated that organizational commitment could explain 10.9% of variance to deviant work behavior (R2 = .109, F(3, 143) = 5.659, p <.01). Findings also revealed that affective commitment had a significantly negative influence on deviant work behaviors (β = -.379, p < .001) and continuance commitment had a significantly positive impact on deviant work behavior (β = .361, p < .05) whereas normative commitment was found no significant effect on workplace deviant behaviors (β = .131, p = .356). These results suggested that the more affective commitment of government bank’s employees felt, the less likely they tied up with deviant work behaviors. On the other hand, the more continuance commitment they sensed, the more likely they involved with workplace deviant behaviors. Discussion, limitations, and recommendations for further studies were also discussed.
References
2. Ariani, D. W. (2013). The relationship between employee engagement, organizational citizenship behavior, and counterproductive work behavior. International Journal of Business Administration, 4(2), 46-55.
3. Baldwin, T., Bommer, W., & Rubin, R. (2013). Managing organizational behavior: what great managers know and do. (2nd ed.). New York, NY: McGraw-Hill.
4. Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2017). Organizational Behavior: improving performance and commitment in the workplace (5th ed.). McGraw-Hill: International Edition.
5. Dost, M. & Ahmed, Z. (2011). Impact of employee commitment on organizational performance. Arabian Journal of Business and Management Review, 1(3), 87-98.
6. Gill, H., Meyer, J. P., Lee, K., Shin, K., & Yoon, C. (2011). Affective and continuance commitment and their relations with deviant workplace behaviors in Korea. Asia Pacific Journal of Management, 28, 595-607.
7. Greenberg, J. (2011). Behavior in organizations. (10th ed.). Pearson: Global Edition.
8. Griffin, R. W. & Moorhead, G. (2014). Orgnizational behavior: managing people and organizations. (11th ed.). Mason, OH: South-Western Cengage Learning.
9. Hafiz, A. (2017). Relationship between organizational commitment and employee’sperformance evidence from banking sector of Lahore. Arabian Journal of Business and Management Review, 7(2), 1-7.
10. Hausknecht, J. P., Hiller, N. J., & Vence, R. J. (2008). Work-unit absenteeism: effects of satisfaction, commitment, labor market conditions, and time. Academy of Management Journal, 51(6), 1223-1245.
11. Irefin, P. & Mechanic, M. A. (2014). Effect of employee commitment on organizational performance in Coca Cola Nigeria Limited Maiduguri, Borno State. IOSR Journal of Humanities and Social Science, 3(1), 33-41.
12. Lee, K., Carswell, J. J., & Allen, N. J. (2000). A meta-analytic review of occupational commitment: relations with person-and work-related variables. Journal of Applied Psychology, 85(5), 799-811.
13. Luchak, A. A. & Gellatly, I. R. (2007). A comparison of linear and nonlinear relations between organizational commitment and work outcomes. Journal of Applied Psychology, 92, 786-793.
14. Meyer, J. P. & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
15. Nunnally, J. C. (1978). Psychometric theory. New York, NY: McGraw-Hill.
16. Osa, I. G. & Amos, I. O. (2014). The impact of organizational commitment on employee productivity: A case study of Nigeria Brewery, PLC. IMPACT: International Journal of Research in Business Management, 2(9), 107-122.
17. Promsri, C. (2014). Relationship between organizational justice perception and deviant workplace behavior: a case study of non-academic staffs of a selected public university. Panyapiwat Journal, 6(1), 60-76.
18. Ramshida, A. P. & Manikandan, K. (2013). Organizational commitment as a mediator of counterproductive work behavior and organizational culture. International Journal of Social Science & Interdisciplinary Research, 2(2), 59-69.
19. Robbins, S. P. & Judge, T. A. (2013). Organizational behavior (15th ed.). Pearson: Global Edition.
20. Robinson, S. L. & Bennett, R. J. (1995). A typology of deviant workplace behaviors: a multidimensional scaling study. Academy of Management Journal, 38(2), 555-572.
21. Roca-Puig, V., Beltran-Martin, I., Escrig-Tina, A., & Bou-Llusar, J. C. (2007). Organizational commitment to employees and organizational performance: A simultaneous test of configurative and universalistic propositions. Personnel Review, 36(6), 867-886,
22. Ugwu, E. S., Okafor, C. O. (2017). Organizational commitment, occupational stress, and core self-evaluation as predictors of workplace deviance. American Journal of Applied Psychology, 6(4),64-70.