Effects of job pressure, opportunity, neutralization and workplace spirituality on workplace deviance : the moderating role of self-control

This study adopted a fraud triangle theory-like framework to examine the relationship between the constituents of job pressure, opportunity, neutralization, and deviant workplace behaviour (DWB) among lecturers in Nigerian public higher educational institutions (HEIs). The moderating role of self-control on the relationship between job pressure, opportunity, and neutralization was examined. Also, this study examined the relationship between workplace spirituality and DWB. Partial least squares structural equation modeling was used to analyze the 356 valid questionnaires returned. The results indicate that neutralization mediates the negative relationship between ethical climate and interpersonal deviance and the negative relationship between institutional policy and interpersonal deviance. The findings suggest that faculty members may not justify or provide reasons to engage in interpersonal deviance despite their negative perceptions of institutional policy and ethical climate. Also, neutralization mediates the positive relationships amongst work pressure and interpersonal deviance and workload and interpersonal deviance. The results suggest that interpersonal deviance may be justified if lecturers experience excessive work pressure and workload. Further, self-control moderates the negative relationship between ethical climate and neutralization, which means lecturers with high level of self-control may not use ethical climate of HEIs as an excuse to engage in organizational or interpersonal deviance. This study also found a significant and negative relationships between workplace spirituality and organizational deviance, which implies that workplace spirituality may minimize organizational deviance. The findings demonstrate a mixed support for the fraud-like triangle theory. Therefore, it can be concluded that a high level of self-control overrides the tendency of individuals to neutralize or engage in either organizational or interpersonal deviance. Limitations, suggestions for future research, theoretical, and practical implications are stated