Objective: Given the significance of understanding behavioral consequences in organizations, this study aims to investigate the relationship between occupational disengagement and organizational deviance, and to explain the moderating role of organizational sabotage in supportive organizations.
Methods: This research was conducted using a quantitative approach and a cross-sectional design. The statistical population comprised employees of the Imam Khomeini Relief Committee and the Welfare Organization, from which a sample of 220 individuals was selected through stratified random sampling. The validity and reliability of the instruments were confirmed. Data analysis was performed using Partial Least Squares Structural Equation Modeling.
Findings: The results demonstrated that both job desertification and organizational sabotage exert direct, positive, and significant effects on organizational anomie. Furthermore, organizational sabotage significantly moderates the relationship between job desertification and organizational anomie; specifically, the positive effect of job desertification on anomie is amplified at higher levels of organizational sabotage. Collectively, the model explained 67.3% of the variance in organizational anomie (R² = 0.673).
Conclusion: The findings suggest that occupational disengagement, by weakening normative order, leads to an increase in organizational deviance, and organizational sabotage exacerbates this process. These results underscore the necessity of considering the psychological and behavioral consequences of job conditions and confronting destructive behaviors to maintain normative cohesion in supportive organizations.
Value: By integrating the concepts of occupational disengagement, organizational deviance, and organizational sabotage, this study provides a framework for understanding behavioral dynamics in social service organizations and emphasizes the need for management policies tailored to the demographic characteristics of employees.