IMPACT OF COMMUNICATION ON WORK PLACE DEVIANT BEHAVIOR: ROLES OF PSYCHOLOGICAL OWNERSHIP IN NIGERIA
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Abstract
Due to the detrimental effects of psychological ownership on accomplishing organizational goals as well as the influence of ineffective communication on deviant conduct at work in public organizations. The researcher’s interest prompted the need to investigate into the impact of communication on work place deviant behavior: roles of psychological ownership in some selected organizations in Balanga Local Government Area of Gombe.
The study included three hundred (300) respondents, including management staffs, employees and managers from the study area. Using the random sampling technique, three hundred (300) respondents were chosen for the sample size from a population of five hundred (500) respondents. One important tool utilized to collect data was the questionnaire. Additionally, the researcher used the knowledge of other authors whose initiatives are related to the problem being studied.
These authors’ works include textbooks, journals for the literature review, in-person interviews, questionnaires with questions about communication and its significance, and other relevant books and materials. In the analysis, the findings showed that communication has a significant influence on work place deviant behavior in Gombe State, psychological ownership has a significant on workplace deviant behaviour. Also, there are significant linkages among communication, psychological ownership and work place deviant behavior.
It was concluded that while inefficient organizational communication causes employee job burnout and personal stress, competent communication enhances the work environment. It was recommended that managers support clear communication and give staff members access to enough reliable information resources to address inquiries regarding their jobs. Acknowledge and reward excellent work.
TABLE OF CONTENTS
Title Page i Certification ii
Dedication iii
Acknowledgements iv
Table of Contents vi
List of Tables vii
List of Figures viii
Abstract ix
CHAPTER ONE: INTRODUCTION
- Background to the Study
- Statement of the Problem
- Objectives of the Study
- Research Questions
- Research Hypotheses
- Significance of the Study
Scope and Limitation of the Study
1.9 Definition of Terms
CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.0 Introduction
2.1 Conceptual Reviews
2.1.1 Concept of Workplace Deviant Behaviour
2.1.2 Concept of Psychological Ownership
2.1.3 Concept of Communication
2.1.3.1 The Role Of Communication
2.1.3.2 Organizational Communication
2.1.4 Formal and Informal Communication Channels
2.1.5 Functions of Organisational Communication
2.1.6 Promotion-Orientated Psychological Ownership
2.1.7 Prevention-Orientated Psychological Ownership
2.1.8 Types of Deviant Behaviour in Workplace
2.1.9 Causes of Work Place Deviant Behavior
2.2 Theoretical Framework
2.2.1 Attribution Theory
2.2.2 Social Learning Theory
2.2.3 McGregor’s Theory X and Theory Y
2.3 Empirical Literature Reviews
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
3.2 3.2 Sources of Data Collection
3.3 Population of the Study
3.4 Sample and Sampling Procedure
3.5 Instrument for Data Collection
3.6 Validation of the Research Instrument
3.7 Reliability of the Research Instrument
3.8 Method of Data Analysis
CHAPTER FOUR: PRESENTATION ANALYSIS INTERPRETATION OF DATA
4.1 Introduction
4.2 Data Presentation
4.3 Testing of Hypotheses
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
5.2 Summary of Findings
5.3 Conclusion
5.4 Recommendation
References
Appendix I
Appendix II
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The risk of unethical workplace practices exists nowadays, as workers’ deviant behaviors such as stealing, withholding efforts, and mistreating coworkers become an increasingly serious issue in organizations. Since the workplace is a diverse setting with a large population of employees. As a result, these individuals exhibit various behaviors at work.
Every one of these actions has an impact on not only the organization as a whole but also on other individuals within it (Akhigbe & Sunday, 2017). Workplace deviant behaviors are starting to raise serious concerns in organizations as most firms exhibit a clear lack of effective communication. In organizations, effective communication boosts output, lowers staff attrition, and enhances workplace culture. It fosters innovation and new ideas, improves customer relations, staff management, and all other facets of business.
Organizations encounter numerous challenges in the current competitive environment as they strive for success and profitability. Most regrettably, they may have internal threats to their performance in addition to external ones. These threats can come from any member of the firm. According to (Berry, Ones & Sackett, 2007), workplace deviance has grown in importance within businesses and is receiving more attention from researchers.
Deviant behavior is characterized by a disregard for the standards or guidelines of an organization. According to (Opong, 2008), deviant behaviour is a sickness that opposes fairness, openness, and fair play. Workplace deviance behaviors may be defined as voluntary conduct that contravenes significant organizational rules and, as a result, jeopardizes the organization’s or its members’ well-being.
Negative office habits including stealing, arriving late, or acting aggressively toward coworkers are examples of workplace deviance. Organizations have a significant difficulty due to the frequency of deviant behavior in the workplace, which includes violent behavior, theft, fraud, withholding effort, and sexual harassment (Peterson, 2002). There are social, psychological, and economic ramifications to workplace aberrant behavior. Deviant behavior in the workplace has become a major issue for businesses all around the world (Pradhan & Pradhan, 2014).
Three potential categories of workplace deviant behavior determinants among support personnel were identified by (Alias, Rasdi, Ismail & Samah, 2013). The three categories of factors—related to the individual, the organization, and the workplace—are the determinants. The sense of ownership, or psychological ownership as it is known in positive organizational study, is one of the individual factors that members of every organization are thought to be crucial.
According to Pierce et al. (2001), ownership is a multifaceted phenomenon that is felt on an objective and psychological level. When it comes to self-identity, where the self-expands the own object, a sense of ownership is crucial. This is consistent with the fundamental ideas of psychological ownership, which are represented by the terms “ownership” and “target” (Avey et al., 2009).
Psychological ownership is described by (Pierce et al., 2003) as the state in which people believe they own the target or a portion of it. Psychological bonds with multiple ownership goals have other significant elements, such as self-efficacy, accountability, and belongingness, in addition to self-identity.
Psychological ownership in an organizational environment refers to a psychological experience in which employees develop ownership of a goal, which can be directed to the organization as a whole or to specific parts of the organization such as groups, tasks, work equipment, or work. Some people may believe they own their jobs, whilst others may feel this way about the organization.
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There are several ways to communicate: it might be written, spoken, nonverbal, or electronic. Giving and receiving clear information is only one aspect of communication; the other entails comprehending the signals to the point where the recipient is able to react or take appropriate action.
The method by which we share our reality with others is called communication. A clear message is given through the process of transferring ideas, exchanging, and imparting knowledge, which is known as communication. It is the conveying and exchanging of communications, the connecting of individuals and the transmission of messages, the creation and exchange of messages within a network of interdependent relationships, etc (Goris, 2007).
Communication is the means by which connections are formed, grown, and sustained. It also facilitates social interaction and aids in our understanding of ourselves (Kandlousi, 2010). People in business, politics, and other professions act and communicate, share and exchange ideas and information, establish plans, proposals, and policies, make decisions, and coordinate actions through communication. Without efficient communication, there may be misunderstandings, issues, and disagreement among employees in organizations.
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