Although extant empirical research on workplace deviance has traditionally focused onbehaviours that threaten the well-being of an organization and/or its members, however,there is a paucity of research investigating constructive deviant behaviours, which play asignificant role in creating positive organizational change. Drawing upon social exchangetheory, this study examined organisational trust as a mediator of the relationship betweenperceived organisational support and constructive deviance. The data was obtained from asample of 212 full-time employees of a public sector organization in Nigeria. Results frompartial least square structural equation modeling (PLS-SEM) analyses revealed that perceivedorganisational support was positively related to constructive deviance. In addition, the resultsdemonstrated that organisational trust partially mediated the relationship between perceivedorganisational support and constructive deviance.Keywords: Constructive Deviance; Workplace Deviance; Organisational Support;Organisational Trust; Social Exchange Theory.

Extant empirical research has reported conflicting findings with respect to the effects of punishment certainty and punishment severity on organizational deviance, suggesting the need to introduce a moderator. The present study tested whether selfregulatory efficacy matters on the relationships among punishment certainty, punishment severity, and organizational deviance. Drawing on deterrence and self-efficacy theories, this study examined the effects of punishment certainty, punishment severity, and self-regulatory efficacy on organizational deviance among 197 employed postgraduate students who enrolled in the Master of Business Administration program at two large universities located in the north-west geopolitical zone of Nigeria. We used self-administered questionnaires to collect data. Using Partial Least Squares Structural Equation Modeling (PLS-SEM), we found a significant negative relationship between punishment certainty and organizational deviance. Similarly, the results indicated that punishment severity had a significant negative relationship with organizational deviance. The study also found a significant negative relationship between self-regulatory efficacy and organizational deviance. As expected, selfregulatory efficacy was found to moderate the relationship between punishment certainty and organizational deviance. On the contrary, no significant interaction effect was found between self-regulatory efficacy and punishment severity. Implications of the study in the Nigerian context have been discussed.

Prior research has indicated that employee turnover is detrimental to both individuals and organisations. Because a turnover intention in the workplace is detrimental, several factors have been suggested to better understand the reasons why employees may decide to leave their organisations. Some of the organizational-related factors that have been considered by previous research include perceived organizational justice, job satisfaction, perceived psychological contract breach, and perceived organizational support, among others. Despite these empirical studies, literatures indicate that less attention has been paid to the influence of perceived organisational politics, organizational trust, and perceived human resource practices management (HRM) practices on employee turnover. Hence, the present study fills in the gap by examining the relationship between perceived organisational politics, organizational trust, perceived human resource management practices and employee turnover among Registered Nurses in Nigerian public hospitals using multiple regression analysis technique. One hundred and seventy five Registered Nurses participated in the study. Result indicated that perceived organisational politics was significantly and positively related to turnover intentions. The result also showed that both organizational trust and perceived human resource practices were significantly and negatively related to turnover intentions. Theoretical and practical implications of the results are discussed.

This study investigated the influence of group norms and self-regulatory efficacy on workplace deviant behaviour. A web-based survey was used to collect data from 217 teaching staff from various higher education institutions in Nigeria. The data collected was analysed using Partial Least Squares (PLS) path modeling. As predicted, the path coefficient results supported the direct influence of perceived injunctive norms and self-regulatory efficacy on organisational deviance. Similarly, perceived injunctive norm and self-regulatory efficacy were found to be significant predictors of interpersonal deviance. On the contrary, perceived descriptive norms were not significant predictors of both organisational deviance and interpersonal deviance. In addition, self-regulatory efficacy does not moderate the relationship between perceived descriptive norms and organisational deviance. We also found support for the moderating role of self-regulatory efficacy on the relationship between perceived injunctive norms and dimensions of workplace deviance. The moderating role of self-regulatory efficacy on the relationship between perceived descriptive norms and interpersonal deviance was also supported. Finally, the policy implications of the study are discussed.

Several studies in the field of management, organizational psychology, sociology and criminology have reported that workplace deviance is related to organization/work variables, such as organizational justice, job satisfaction, perceived organizational support, and job stress, among others. However, few studies have attempted to consider the influence of formal control and workplace deviance. Even if any, they have reported conflicting findings. Therefore, a moderating variable is suggested. This paper proposes a moderating role of self-control on the relationship between formal control and workplace deviance.