Document Type : Articles
Authors
1 Sattari Aerial University
2 Kharazmi University
Abstract
1- INTRODUCTION
Employees engage in political behaviors to influence others, maintain their personal or group power, or dominate others, among which are power struggle, conflict, and self-interest. deviant political behavior occurs when political behavior coincides with deviant behavior. deviant political behaviors may impose many economic, social, and psychological costs on organizations. the banking industry is of the most competitive service industries and banks have to work more efficiently to survive. deviant political behavior is one of the obstacles to banks’ productivity. therefore, the present study is aimed to design a model to be used by managers and organizational planners to handle deviant political behaviors.
2- THEORETICAL FRAMEWORK
Malik et al. have examined the association between perceived organizational policies, knowledge hiding, and employees’ creativity as well as the mediating role of professional commitment in the relationship between perceived organizational policies and professional knowledge hiding. schneider has introduced requirements for managing organizational policies including maintaining a friendly organizational climate, enhancing job satisfaction, increasing organizational support, and allowing employees’ self-monitoring. moreover, participation in decision-making, focusing on teamwork, building trust and social support, recruitment of staff with less political work, making personal decisions, and having basic plans on target criteria, internal and external motivation, job commitment, and effective occupational plans were raised as indirect barriers to this problem. in another study, vasim mentioned managerial abuse, staff animosity, organizational sabotage, political deviance, turnover intention, as well as production deviance as destructive job behaviors leading to organizational and personal deviance. to prevent organizational deviant behaviors, rogojan has emphasized ethical organizational culture, ethic-based leadership, implementation of training programs, adopting a suitable system for selecting employees, creating an efficient control system, and holding ethics workshops.
3- METHODOLOGY
This is an applied study in terms of purpose which is accomplished with a qualitative approach. the statistical population encompassed all the experts of having at least 20 years of job tenure and bachelor's degree. the sampling method was non-random purposeful and participants were studied by conducting in-depth interviews. after 21 interviews, theoretical saturation was established. obtained data were evaluated in terms of credibility and conformability and analyzed using the strategy of thematic analysis. thematic analysis is a recursive process, which is here implemented in six distinct steps.
4- RESULTS & DISCUSSION
The following results were obtained according to the content analysis process in six steps. step 1 (familiarity with the data): interviews were implemented and an attempt was made to organize the obtained data. step 2 (creating raw codes): after organizing, 242 initial codes were extracted from the data. step 3 (searching for selective codes): by putting similar codes together and discarding incomplete, irrelevant, and duplicate codes, 87 selective codes were extracted. step 4 (forming sub-themes): in this step, 34 sub-themes were created and reviewed. step 5 (defining and naming main themes): in this step, seven main themes were obtained after going back and forth among the sub-themes. step 6 (preparing report): according to obtained results, the research model was designed.
5- CONCLUSIONS & SUGGESTIONS
As it was stated, by obtaining the opinions of experts and with a qualitative approach, the current study was aimed at designing a model for managing deviant political behaviors in the banking industry. interviewees recommended 36 sub-themes or strategies to handle deviant political behaviors. the proposed model had seven main themes or comprehensive strategies. according to the research findings, the followings are recommendations for banking officials and managers: 1) to increase cooperation among employees; 2) to improve the employees’ understanding of their organizational duties and plans; 3) to reduce destructive competitions; 4) to increase the participation of employees in decision making; 5) to eliminate discrimination; 6) to explain organizational goals and missions; 7) to clarify organizational promotions; 8) to eliminate obstacles and fears; 9) to create a responsive space between managers and supervisors; 10) to manage conflicts.
Keywords
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