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Background <p>Leveraging the social exchange theory, the current study investigated the influential role that perceived organizational support plays in understanding the relationship between organizational cynicism and organizational deviant work behaviour. There has been limited research addressing the variables that act as boundary conditions in the relationship between organizational cynicism and workplace deviance behaviour.</p> Objective <p>This study extends existing research by examining how perceived organizational support moderates the link between organizational cynicism and organizational workplace deviance behaviour in nursing.</p> Methods <p>The present study adopted a two-wave design to conduct a study on 575 nurses from government owned-hospitals in South-East, Nigeria in 2024. The sampling method employed was random sample method. Validated self-reported measures were used to collect data for perceived organizational support, organizational cynicism, and organizational workplace deviance, which were analyzed using the Hayes PROCESS macro in SPSS model 1 version 3.00.</p> Results <p>The results revealed that organizational cynicism positively correlated with organizational workplace deviant behaviour (0.09; t = 6.54; 95%CI [0.32, 0.47], <i>p</i> &gt; 0.001), whereas perceived organizational support negatively correlated with workplace deviant behaviour among nurses (− 0.14; t = 2.74; 95%CI [− 0.26, − 0.18], <i>p</i> &gt; 0.001). In addition, perceived organizational support moderated the relationship between organizational cynicism and organizational workplace deviant behaviour (0.07; t = 3.06; 95%CI [0.04, 0.07], <i>p</i> &gt; 0.001).</p> Conclusion <p>In sum, the findings of the study suggests that experience of organizational cynicism among nurses significantly precipitates organizational deviance workplace behaviour. Thus, reducing the triggers of organizational cynicism among nurses will significantly improve their work commitment and reduce deviant behaviours. Perceived organizational support has been shown to have a proximal influence on nurse work commitment and quality of care delivery. Thus, given the negative relationship between organizational support and organizational deviance workplace behaviour, organizational support acted as a boundary conditions in the positive relationship between organizational cynicism and organizational deviance workplace behaviour, thereby weakening such positive effect among the nurses. Theoretically, this study contributes to the extension of social exchange theory by demonstrating how perceived organizational support mitigates the adverse relationship between organizational cynicism and workplace deviance. This underscores the buffering effect of supportive organizational climates in diminishing the counterproductive outcomes associated with cynicism. Practically, this study offers guidance to healthcare managers by highlighting the significance of cultivating support systems, recognition, and equitable treatment to curtail deviant behaviors among nurses, thereby enhancing patient care and organizational performance.</p> Implications for nursing practice <p>The study’s findings revealed the imperativeness of a supportive work environment by underscoring the importance of perceived organizational support in mitigating organizational cynicism and organizational workplace deviant behaviour. By focusing on fostering a supportive work environment, healthcare organizations can better manage employee attitudes, create healthier work environments, reduce workplace deviance, and improve overall patient outcomes and workplace performance and culture.</p>

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Perceived organizational support as a buffer between organizational cynicism and workplace deviance in nursing

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2025年10月30日

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  • Obinna O. Ike,
  • Ifeanyichukwu C. Eze,
  • Ebele E. Nnadozie

摘要

Background

Leveraging the social exchange theory, the current study investigated the influential role that perceived organizational support plays in understanding the relationship between organizational cynicism and organizational deviant work behaviour. There has been limited research addressing the variables that act as boundary conditions in the relationship between organizational cynicism and workplace deviance behaviour.

Objective

This study extends existing research by examining how perceived organizational support moderates the link between organizational cynicism and organizational workplace deviance behaviour in nursing.

Methods

The present study adopted a two-wave design to conduct a study on 575 nurses from government owned-hospitals in South-East, Nigeria in 2024. The sampling method employed was random sample method. Validated self-reported measures were used to collect data for perceived organizational support, organizational cynicism, and organizational workplace deviance, which were analyzed using the Hayes PROCESS macro in SPSS model 1 version 3.00.

Results

The results revealed that organizational cynicism positively correlated with organizational workplace deviant behaviour (0.09; t = 6.54; 95%CI [0.32, 0.47], p > 0.001), whereas perceived organizational support negatively correlated with workplace deviant behaviour among nurses (− 0.14; t = 2.74; 95%CI [− 0.26, − 0.18], p > 0.001). In addition, perceived organizational support moderated the relationship between organizational cynicism and organizational workplace deviant behaviour (0.07; t = 3.06; 95%CI [0.04, 0.07], p > 0.001).

Conclusion

In sum, the findings of the study suggests that experience of organizational cynicism among nurses significantly precipitates organizational deviance workplace behaviour. Thus, reducing the triggers of organizational cynicism among nurses will significantly improve their work commitment and reduce deviant behaviours. Perceived organizational support has been shown to have a proximal influence on nurse work commitment and quality of care delivery. Thus, given the negative relationship between organizational support and organizational deviance workplace behaviour, organizational support acted as a boundary conditions in the positive relationship between organizational cynicism and organizational deviance workplace behaviour, thereby weakening such positive effect among the nurses. Theoretically, this study contributes to the extension of social exchange theory by demonstrating how perceived organizational support mitigates the adverse relationship between organizational cynicism and workplace deviance. This underscores the buffering effect of supportive organizational climates in diminishing the counterproductive outcomes associated with cynicism. Practically, this study offers guidance to healthcare managers by highlighting the significance of cultivating support systems, recognition, and equitable treatment to curtail deviant behaviors among nurses, thereby enhancing patient care and organizational performance.

Implications for nursing practice

The study’s findings revealed the imperativeness of a supportive work environment by underscoring the importance of perceived organizational support in mitigating organizational cynicism and organizational workplace deviant behaviour. By focusing on fostering a supportive work environment, healthcare organizations can better manage employee attitudes, create healthier work environments, reduce workplace deviance, and improve overall patient outcomes and workplace performance and culture.