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

Abstract

On the basis of the assumption of job demands-resources theory suggesting a
link between perceived organizational support, job demands, and bankers’ deviant behaviour.
This correlational study investigated the moderating role of perceived organizational support
in job demands and bankers’ deviant behavior in a sample of commercial banks in Enugu
metropolis, Enugu State, Nigeria. Three hundred and three bankers (303) comprising 119 males
and 184 females between the ages of 23 and 52 years (M=43.13, SD=4.36) participated in the
study. 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 organizational
support scale were completed by the participants. Hayes regression-based process macro
version 3.0 for SPSS showed that the workload dimension of job demands was negatively
associated with minor bankers’ deviant behaviour. The qualitative and conflict dimensions of
job demands are positively associated with major bankers’ deviant behaviour. Perceived
organizational support is positively associated with minor bankers’ deviant behaviour.
Perceived organisational support moderated the relationship between the qualitative dimension
of job demands and minor bankers’ deviant behaviour. Perceived organisational support
moderated the relationship between the qualitative dimension of job demands and major
bankers’ deviant behaviour. In light of these findings, policymakers in the Nigerian banking
industry should create conditions to increase the support given to commercial bankers with the
purpose of reducing qualitative and conflicting job demands to minimize counterproductive
work behaviour, such as major bankers’ deviant behaviour.