Relation between Organizational Justice and Workplace Deviance Behavior among Staff Nurses

Abstract

Background: Organizational justice and workplace deviance behavior are the most important factors affecting the employees in each organization. When there was lack of fairness and support in the organization, staff tended to perform behaviors that damaging the organization. Aim: The study aimed at assessing the relation between organizational justice and workplace deviance behavior among staff nurses. Research design: A descriptive, correlational design was used. Setting: The study was conducted at Ain Shams University hospital. Subjects 173 staff nurses were included in the study. Tools of data collection: Data were collected by using organizational justice questionnaire and Egyptian questionnaire of nursing workplace deviance. Results: Slightly less than half (49.1%) of staff nurses had low perception level toward organizational justice, slightly more than two thirds (68.2%) of staff nurses had high workplace deviance behavior. Conclusion: There was a statistically significant negative relation between organizational justice and workplace deviance behavior. Recommendations: Managers have to ensure fairness in rewards distribution, making policies with equal benefits to all stakeholders. Organizations have to implement strategies to handle with workplace deviance behaviors.

Controlling Workplace Deviant Behavior through the Role of Organizational Justice and Job Satisfaction as Mediation in Islamic Colleges Purwokerto City

“…The phenomenon researched by Baig, and Ullah (2017) states that modern organizations are trying to gain competitive advantage through human power, unfortunately staff are involved in deviant activities in almost every organization and workplace deviance can be a major threat that can affect organizational efficiency, and some Most of these deviant practices are caused by unfair events that arise in the organization and ultimately reduce employee satisfaction. This is in line with research conducted by Abdullah and Marican (2017), which states that deviant behavior is a practice that is outside the normal norms of an organization [11].…”

“…When rewards and penalties were introduced into an organization, the idea of organizational justice was first introduced. Later, it was expanded to include human relationships and interactions in addition to the same procedures and regulations [11]. Atkinson, et al, (2018), employees act abnormally to correct the situation if they believe their promises are not being kept.…”

“…Organizational justice is defined by Al A'wasa (2018) as the act of treating employees by an organization in accordance with the efforts they have made to achieve employee and organizational goals [11]. There are three main forms of organizational justice, namely distributive justice, procedural justice, and interactional justice, while interactional justice is classified into two components, namely interpersonal justice and information justice [10].…”

“…By increasing justice and fairness in the organization, employees who tend to commit deviations in the organization will decrease [4]. Modern organizations seek to gain competitive advantage through human strengths [11]. Organizational efficiency and maximum employee results in a competitive workplace require several factors that have an impact on improving employee performance and job satisfaction in the workplace [4].…”

Can organizational justice and organizational citizenship behavior reduce workplace deviance?

“…Similarly, Rahman (2021) emphasised the importance of organisational justice on the efficiency of employees in an organisation. Further, Hany, Hassan and Badran (2020) showed that nurses' perceptions of organisational justice and workplace deviance are lower than the average. On the other hand, Gerlach (2019) shows that justice differentially impacts the quality and efficiency of the employee and employee-coworker relationships in the workplace.…”