BANKERS’ DEVIANT BEHAVIOUR AND JOB DEMANDS: ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT

Abstract

On the basis of the assumption of job demands-resources theory suggesting alink between perceived organizational support, job demands, and bankers’ deviant behaviour.This correlational study investigated the moderating role of perceived organizational supportin job demands and bankers’ deviant behavior in a sample of commercial banks in Enugumetropolis, Enugu State, Nigeria. Three hundred and three bankers (303) comprising 119 malesand 184 females between the ages of 23 and 52 years (M=43.13, SD=4.36) participated in thestudy. They were selected via a two-stage (cluster and purposive) sampling technique. The 16-item job demands scale, 19-item bankers’ deviance scale, and 17-item perceived organizationalsupport scale were completed by the participants. Hayes regression-based process macroversion 3.0 for SPSS showed that the workload dimension of job demands was negativelyassociated with minor bankers’ deviant behaviour. The qualitative and conflict dimensions ofjob demands are positively associated with major bankers’ deviant behaviour. Perceivedorganizational support is positively associated with minor bankers’ deviant behaviour.Perceived organisational support moderated the relationship between the qualitative dimensionof job demands and minor bankers’ deviant behaviour. Perceived organisational supportmoderated the relationship between the qualitative dimension of job demands and majorbankers’ deviant behaviour. In light of these findings, policymakers in the Nigerian bankingindustry should create conditions to increase the support given to commercial bankers with thepurpose of reducing qualitative and conflicting job demands to minimize counterproductivework behaviour, such as major bankers’ deviant behaviour.