Moderating role of moral disengagement in the relationship between perceived organizational control and workplace deviance: A proposed framework

Abstract

Despite the fact that a considerable amount of research has contributed to our understanding of the underlying causes of workplace deviance, there is a paucity of research examining the role of organizational control in explaining deviant behavior at work. Furthermore, theory does not answer the research questions as to when and how perceived organizational control predict workplace deviance. To address this gap, this paper proposes a conceptual model linking perceived organizational control to workplace deviance, with moral disengagement as a potential moderating variable. It is expected that moral disengagement shall buffer the effect of perceived organizational control on deviance behaviour in workplace.