Identifying the Factors, Contexts, and Countermeasures of Deviant Work Behaviors among Senior Managers in Public Organizations

Abstract

The problem of deviant work behaviors and the neglect thereof can prevent organizations from achieving their ideal goals. On the one hand, the importance of senior managers in advancing organizational and national objectives, as well as the broad impact of their attitudes, activities, and performance, is undeniable. On the other hand, alongside the personal weaknesses and limitations of certain managers, their exposure to internal and external corrupting factors has not only reduced productivity but also inflicted severe damage resulting from the deviation of managerial behavior and performance. In this context, most research has been directed toward general employees, while senior managers and their deviant behaviors have been largely neglected. Accordingly, the purpose of this study is to identify the factors, contexts, and countermeasures related to these behaviors. This study employed a qualitative method, using thematic analysis to portray the current situation. In this regard, semi-structured interviews were conducted with 17 managers and experts who had been selected through snowball sampling. The data were transcribed, coded, and analyzed. From the interview analysis, 432 codes, 60 concepts, 14 subcategories, and 2 main categories emerged. Among these, “weakness in human resource processes” was identified as the most important subcategory. The other 13 subcategories were: managers’ families, political deviation, prioritization of biases, entrapment in economic pitfalls, mental framework, inherent and specific managerial characteristics, receiving gifts and commissions, relations with toxic colleagues, weakness of laws and law enforcement, societal culture, economic and livelihood problems, international influence, and supervisory institutional challenges. The findings suggest that meritocracy and systematization should be considered two crucial issues in eliminating the grounds for deviation and reducing deviant behaviors. Establishing a council for safeguarding meritocracy and designing and implementing a comprehensive system for senior managers, along with other recommendations provided at the end of the article, can address the existing gaps.