Fifteenth International Conference on Interdisciplinary Social Sciences

Abstract

Employee sabotage behaviour is ruinous behaviour which damages, disrupts, or subverts the organization’s operations for the personal purposes of the saboteur by creating unfavourable publicity, poor working relationships, delays in production, damage to property, and possible harm to employees and customers. Considering the employee and organizational cost of sabotage, this study explores the moderating role of pay satisfaction on the relationship between perceived organizational justice and employee sabotage behaviour. The study was conducted with a sample of 947 bank employees who were selected from 90 commercial deposit bank offices of South-East, Nigeria. Using multi stage sampling technique, Perceived Organizational Justice scale, Sabotage Behaviour Inventory, and Pay Satisfaction Questionnaire were used as instruments for data collection. The study adopted moderated multiple regression for data analysis and the result revealed that perceived organizational justice negatively and significantly predicted employee sabotage behaviour at β = -.335, -.159, -.158, p < .05, (n = 947) respectively for distributive, procedural and interactional justice. Pay satisfaction negatively and significantly predicted employee sabotage behaviour at β = -.355, p < .05 (n = 947). Furthermore, pay satisfaction significantly moderated the relationship between perceived organizational justice and employee sabotage behaviour. The findings suggested that pay satisfaction is a motivational factor for organizations, implying that organizations need to adopt alternative management strategies which may help reduce employee sabotage and retaliatory behaviours. Future studies could be required to identify dimensions of pay satisfaction which would best reduce the strength of perceived organizational injustice in inducing employee sabotage behaviour.