Interactional Justice and Destructive Deviant Workplace Behavior: The Mediating Role of Perceived Supervisor Support in Developmental Project

Abstract

Interactional justice and supervisors' support are crucial in steering employees' behaviour in either a constructive or destructive direction in developmental projects. This study examines the impact of interactional injustice on employees' deviant behaviour, using perceived supervisor support as a mediator. Equity and social exchange theories were employed to connect the study variables. A survey of the considerable literature on destructive deviance was conducted. A sampling approach with two phases was used to collect 158 responses. The study used a single structured and modified questionnaire. This research study has practical as well as theoretical implications. The study's findings indicate the relationship between interactional justice, deviant workplace behaviour, and the supervisor's role. The study has some limitations, including participant subjectivity and sampling. This research can be repeated in the future in other industries.