Abstract

This study examines the relationship between employee’s organizational reactions and deviant behaviours in the
workplace. Drawing on the organizational climate and workplace deviance literatures, we hypothesize that
deviant workplace behaviours of males will be significantly different from that of their female counterpart.
Likewise, that there will be a significant positive relationship between employees organisational reactions and
various facets of deviant behaviour in the workplace. The study was anchored on Affective Events Theory,
Agency Theory and Robinson & Bennett Typology of Deviance behaviour Theory. Six hundred and ninety six
employees completed the surveys. The results supported our hypotheses. First, male participants were
significantly different from their female counterparts on production deviance, personal aggression, political
deviance and property deviance respectively. Specifically, production deviance, personal aggression and political
deviance were higher among females than males. Second, multiple regression analysis revealed that
organisational reaction variables (supervision, company identification, kinds of work, amount of work,
co-workers, physical work conditions and financial rewards) are significant predictors of different facets of
workplace deviant behaviours among workers. Finally, mean deviant behaviours of males at both controlled
work environment and less controlled work environment was higher and significantly different from that of their
female counterparts. Interaction between gender and work environment control was not significant as expected.
The results were discussed in the light of extant literature on deviant workplace behavior, and implications for
management practices.

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