Identifying and ranking the antecedents of deviant behaviors in the workplace with a mixed approach (Study case of Isfahan Islamic Azad University)

Document Type : Original Article

Authors

1 Ph.D. Student, Cultural Management of Facuty Management. South Tehran Branch, Islamic Azad University, Tehran ,Iran

2 Assistant Professor of Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran Islamic Azad University, Isfahan, Iran

3 Assistant Professor of Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

10.22098/pbeo.2023.13103.1023

Abstract

The present study was conducted with the aim of identifying and ranking the antecedents of deviant behaviors in the work environment with a mixed approach of Isfahan Islamic Azad University. The current research is an applied research and in terms of the method of conducting a mixed research (qualitative-quantitative). The statistical population of the research in the qualitative part is the number of 16 university experts whose opinions were used to identify the consequences of deviant behaviors in the workplace, and in the quantitative part for modeling, the statistical population is a group of experts and professors of Khorasgan University who Their number was 660 people. Then according to Cochran's formula, the sample size was 445 people. The sampling method in this research is stratified sampling proportional to the volume. The consequences of deviant behaviors in the work environment have been first identified with the Delphi technique, then they have been modeled and ranked using structural equation techniques and exploratory and confirmatory factor analysis. The research findings showed that the antecedents of deviant behaviors in the work environment of Isfahan Islamic Azad University It contains 6 major antecedents for the organization, which in order of priority are: managerial antecedents, individual antecedents, group antecedents, structural antecedents, process antecedents, occupational antecedents.

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