The Impact of Organizational Culture on Workplace Deviant Behaviours: A Study of the Public Service in Lusaka District, Zambia

Abstract

Workplace deviant behaviours, including absenteeism, insubordination, and misuse of organizational resources, significantly undermine efficiency and service delivery in the public service sector. This study investigates the impact of organizational culture on workplace deviant behaviours in the public service, focusing on the impact of organizational culture, leadership styles, job satisfaction, work environment, and organizational justice. A quantitative research design was employed, with data collected from 298 public service employees using structured questionnaires. Descriptive and inferential statistical analyses, including multiple regression, were conducted to explore the relationships between the variables. The findings revealed that organizational culture (β=−0.295, p<0.001), job satisfaction (β=−0.228, p<0.001), work environment (β=−0.115, p=0.049), and organizational justice (β=−0.203, p=0.001 \beta = -0.203, p = 0.001β=−0.203, p=0.001) had significant negative relationships with workplace deviant behaviours, indicating that improvements in these areas reduce deviance. Leadership style demonstrated a marginally significant influence (β=−0.112, p=0.057) suggesting its potential role in mitigating deviance when combined with other organizational strategies. These findings align with established theories such as Schein’s Cultural Model, Adams’ Equity Theory, and the Job Demands-Resources Model, reinforcing the importance of a holistic approach to managing workplace behaviour. The study contributes to the understanding of workplace deviance by emphasizing the need for ethical organizational cultures, transformational leadership, improved job satisfaction, supportive work environments, and transparent justice systems in public institutions. Practical recommendations include implementing leadership development programs, enhancing employee recognition initiatives, and improving workplace conditions. The findings provide a foundation for future research exploring longitudinal impacts and cross-sectoral comparisons. Keywords: workplace deviance, organizational culture, leadership style, job satisfaction, work environment, organizational justice, public service, Zambia.