The Structural Relationship between Interactional Justice and Deviant Behaivor

Abstract

This study aims to examine the effects of organizational factor(interactional justice) that alleviate deviant behavior, and investigate the mediating effects of personal factors (psychological ownership and work engagement) in the relationship between interactional justice and deviant behavior. A survey was conducted of members with a working tenure of 6 months or longer in general business organization, and 292 responses were analyzed. Prior to hypothesis testing, descriptive statistics, correlation, and reliability were verified through SPSS 21.0, and the fitness of the research model was confirmed with AMOS 21.0. Lastly, to verify the hypothesis, analysis was performed through structural equation modeling and bootstrapping. The results of the study were as follows. First, it was confirmed that interactional justice had a positive effect on psychological ownership. Second, psychological ownership had a positive effect on work engagement. Third, work engagement was not significantly related to counterfeit, withdrawal, verbally hostile behavior, but had a negative effect on production deviance. Finally, psychological ownership and work engagement partially mediated the relationship between interactional justice and deviant behavior. Specifically, psychological ownership and work engagement only mediated the relationship between interactional justice and production deviance. Based on the results, the practical implications such as organizational support and HRD program were offered.