Ulam Fridslan, Rina Anindita, Intan Silviana Mustikawati |
http://devotion.greenvest.co.id
1959
PERCEIVED ORGANIZATIONAL SUPPORT IN MEDIATING
ORGANIZATIONAL CLIMATE AND WORKPLACE CONFLICT
AGAINST WORKPLACE DEVIANT BEHAVIOR IN TYPE D
HOSPITALS IN KONAWE KEPULAUAN
Ulam Fridslan, Rina Anindita, Intan Silviana Mustikawati
Universitas Esa Unggul, Indonesia
Email: rina.anindita@esaunggul.ac.id
KEYWORDS
organizational climate;
workplace conflict;
perceived organizational
support; workplace deviant
behavior
ABSTRACT
The purpose of this study is to explain the effect of organizational climate and
workplace conflict on workplace deviant behavior through perceived organizational
support at Konawe Kepulauan General Hospital. Data collection using survey
methods and online questionnaires. The population in this study were Type D
Hospital employees in Southeast Sulawesi. Test the instrument for the validity of
the questions and reliability as well as data analysis using the partial least squares -
structural equation modeling (SEM) method. The results of this study show that
there is a negative influence of organizational climate and a positive effect of
workplace conflict on workplace deviant behavior. Organizational climate and
workplace conflict are mediated by perceived organizational support for workplace
deviant behavior. Suggestions from this study are that it is necessary to focus group
discussions to create mutual trust, choose leaders who are capable in managing
differences of opinion and monitor periodic evaluations.
INTRODUCTION
Government Regulation no. 47 of 2021 states that a hospital is a health service institution
that provides comprehensive individual health services that provide inpatient, outpatient and
emergency services.
In some cases, deviant work behavior may occur in hospitals, so it is called workplace
deviant behavior. Deviant behavior in the workplace means behavior that violates social norms
or ethics of the work environment. Based on the results of a preliminary study at type D hospital
in Konawe Islands with 17 employee respondents, 52% of respondents have workplace deviant
behavior, namely often taking longer breaks and leaving work quickly, wasting resources,
taking things from the hospital without permission, leaving in the middle of work hours, and
returning again before working hours end (Al Ghazo et al., 2019). As many as 51% of
respondents feel a low work climate such as lack of clarity in regulations in hospitals, lack of
knowing the goals to be achieved so that employees carry out work only to abort their
obligations, direction and guidance from superiors that are felt to be minimal which makes
employees do not understand the main duties of their work, low sense of responsibility which
is often characterized by uniformity of employees who like to delay work, Lack of supervision
from superiors, awards or rewards that are not obtained even though they have done a good
job, inadequate facilities characterized by complaints of employees who are difficult to do their
duties due to non-existent infrastructure, a less friendly working atmosphere because some
employees create their own groups, and the lack of space given to do work (Dirican & Erdil,
2020). 62% of respondents often experience workplace conflicts such as neglected when they
express opinions at work, mentally tired, depressed and intimidated with other colleagues,
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e-ISSN: 2797-6068 and p-ISSN: 2777-0915
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[ Perceived Organizational Support in Mediating Organizational Climate
and Workplace Conflict Against Workplace Deviant Behavior in Type D
Hospitals in Konawe Kepulauan]
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http://devotion.greenvest.co.id|Ulam Fridslan, Rina Anindita, Intan Silviana
Mustikawati
differences of opinion, feeling that hospitals do not have clear policies or procedures to
overcome conflicts that arise due to differences in determining solutions to solve problems (Loi
et al., 2020). 51% of respondents have a perception that hospitals lack perceived organization
support such as unfair treatment, feeling unappreciated, superiors do not provide feedback on
their work, little appreciation is given for their achievements and extra effort they make,
facilities are also felt to be inadequate in supporting their work (Alshaabani et al., 2021).
Alias et al., (2018) show the negative relationship shown by organizational climate to
deviant behavior in the workplace. Anjani, (2019) examines that interpersonal conflict in the
workplace has a positive influence on deviant behavior in the workplace. Employees engaging
in deviant behavior in the workplace is an important reason that interpersonal conflicts reduce
the performance of employee duties. Caesens et al., (2019) analyzed by looking at the
relationship of perceived organizational support with workplace conflict mediated by trust
related to failure. Perceived organizational support positively affects confidence in failure. Dar
& Rahman, (2019) examines that there is an influence of fair procedures on deviant behavior.
The perceived organizational support as mediator of the above two variables also supports the
relationship. Abbasi et al., (2022) also examined the influence of perceived organizational
support on workplace deviance. Kalemci et al., (2019) conducted research that showed there
was a negative relationship between perceived organizational support, power distance and
paternalistic cultural orientation with deviant behavior in the workplace. Jeewandara &
Kumari, (2021) conducted a theoretical study that examined the influence of social justice,
organizational ethical climate, demographics that have an impact on deviant behavior in the
workplace.
The purpose of this study is to analyze the influence of organizational climate and
workplace conflict on work place behavior through perceived organizational support as an
intervention at Konawe Islands District Hospital.
RESEARCH METHOD
This research design uses a survey method, where research is carried out with data
sources and information obtained from respondents as research samples using questionnaires
distributed online using Google Forms as a data collection instrument. The population studied
was the staff of Type D Hospital in Konawe Islands. With samples selected using the random
sampling method. Measurement of variable workplace deviant behavior using dimensions
(Bennett et al., 2018) namely production deviant, property devian, political deviant and
personal aggression. Measurement of organizational climate variables (Lussier, 2017) namely
structure, responsibility, reward, warmth, support, loyalty and organizational identity and risk
(Shbail & Shbail, 2020). Measurement of workplace conflict variables using dimensions
(Robbins & Judge, 2013) namely differences in opinion, mentally tired at work, tension of
personal problems, different visions in work, differences in determining solutions in problems.
Measurement of perceived organizational support variables using dimensions (Rhoades and
Eisenberger, 2002) consisting of fairness, superior support, rewards and working conditions.
In this study, using SEM-PLS to test validity is by convergent validity test (average variance
extracted value must be above 0.50) and discriminant validity test (using Fornell-Lacker and
Heterotrait-Monotrait Ratio or correlation between variables with the condition that the
correlation number is ≤ 0.85). A frequently used reliability test method is Cronbach's Alpha.
The number of samples studied was 100 respondents. The aspects studied are organizational
climate, workplace conflict, perceived organizational support and workplace deviant behavior.
The data measurement method used is the Likert scale with scale intervals of one to four. This
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Ulam Fridslan, Rina Anindita, Intan Silviana Mustikawati |
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study was conducted using a causality model to see the correlation between variables. The
analytical tool used is the Structural Equation Model (SEM).
RESULTS AND DISCUSSION
The results of construct validation with the loading factor value are (> 0.50) where the
variables organizational climate, workplace conflict, perceived organizational support and
workplace deviant behavior are all indicators accepted. The construct reliability test meets the
reliability requirements with CR values above 0.70 and VE values above 0.50 (Hair Jr et al.,
2023). CR scores meet the reliable requirements of values above 0.70, organizational climate
(0.89), conflict in the workplace (0.89), perception of organizational support (0.90), and
deviant behavior in the workplace (0.71) In the VE value all meet the reliable requirements of
value above 0.50, for organizational climate (0.55), conflict in the workplace (0.56), perceived
organizational support (0.60), and deviant behavior in the workplace (0.52). The structural test
analysis can be seen from the R² value. The R² value of each equation is used to show how an
independent variable can describe the dependent variable. The first result of the R² analysis
was the relationship between the independent variable and the perceived organizational support
variable of 0.903 and the workplace deviant behavior variable of 0.451. These results show
that independent variables (organizational climate and workplace conflict) have a strong
relationship with perceived organizational support, where 90% of perceived organizational
support variables can be explained through organizational climate variables and workplace
conflicts, while the remaining 10% can be explained by other variables not contained in this
study (Chen et al., 2016). and has a moderate relationship with workplace deviant behavior.
The second result is the association of the independent variable with workplace deviant
behavior of 0.445. It also emphasizes that the independent variable has a moderate relationship
with workplace deviant behavior, where 45% of this variable can be explained through
organizational climate variables and workplace conflict while the remaining 55% can be
explained by other variables not contained in this study. Furthermore, conformity test analysis
was carried out, all tests showed a good fit including GFI (marginal fit), There were good fit
results on SRMR, RMSEA, NNFI, NFI, RFI, IFI, CFI and Normed Chi-Square (χ2 / df). From
the results of the analysis above, it can be concluded that the overall fit test of the model meets
the requirements of all models (good fit). In addition, the study created a T-Value path diagram
that looks like this
Hypothesis testing is carried out by paying attention to the original sample estimates (O)
value to determine the direction of the relationship between variables, as well as t-statistics (T)
and p-value (P) to determine the level of significance of the relationship. The hypothesis testing
value of this research can be shown in the table and the results of this research model can be
described as shown in the following table:
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[ Perceived Organizational Support in Mediating Organizational Climate
and Workplace Conflict Against Workplace Deviant Behavior in Type D
Hospitals in Konawe Kepulauan]
1962
http://devotion.greenvest.co.id|Ulam Fridslan, Rina Anindita, Intan Silviana
Mustikawati
Based on the results of the analysis of hypothesis testing, it shows that:
1) The hypothesis that Organizational Climate and Workplace Conflict have an influence on
perceived organizational support, and in the second model it can be seen that Organizational
Climate, Workplace Conflict, Perceived Organizational Support have an influence on
Workplace Deviant Behavior. Organizational Climate (IO) influences Workplace Deviant
Behavior (WDB) through Perceived Organizational Support (POS). This can be seen from
the Standard Deviation (STDEV) value for this variable which is 0.016 and the calculated
T-Statistics value is 4.998 with a P-Value of 0.018. From these results, the P-Value (0.050)
is greater than the alpha (α) which is usually used (usually α = 0.05). Therefore, there is
sufficient statistical evidence to support that Organizational Climate (IO) influences
Workplace Deviant Behavior (WDB) through Perceived Organizational Support (POS).
Workplace Conflict (WC) influences Workplace Deviant Behavior (WDB) through
Perceived Organizational Support (POS). This can be seen from the Standard Deviation
(STDEV) value for this variable which is 0.019 and the calculated T-Statistic value is 5.650
with a P-Value of 0.015. P-Value (0.024) is smaller than alpha (α) = 0.05, which means
there is sufficient statistical evidence to support that Workplace Conflict (WC) influences
Workplace Deviant Behavior (WDB) through Perceived Organizational Support (POS)
based on data analysis. there is. So it can be concluded that Organizational Climate and
Workplace Conflict have a simultaneous influence on Workplace Deviant Behavior through
Perceived Organizational Support (Nabilla & Riyanto, 2020).
2) Hypothesis: Organizational Climate (IO) influences Workplace Deviant Behavior (WDB).
This can be seen as the Standard Deviation (STDEV) for this variable is 0.038. The
calculated T-Statistic is 5.032 with a P-Value of 0.002. P-Value (0.002) is smaller than alpha
(α) = 0.05, indicating that there is very strong statistical evidence supporting the hypothesis
that Organizational Climate (IO) influences Workplace Deviant Behavior (WDB) based on
existing data analysis.
3) Hypothesis: Workplace Conflict (WC) influences Workplace Deviant Behavior (WDB).
This can be seen from the Standard Deviation (STDEV) value for this variable which is
0.085. T-Statistic: The calculated T-Statistic is 2.176 with a P-Value of 0.032. The P-Value
(0.032) in this hypothesis is smaller than alpha (α) = 0.05. This means that there is sufficient
statistical evidence to support the hypothesis that Workplace Conflict (WC) influences
Workplace Deviant Behavior (WDB) based on existing data analysis.
4) Hypothesis: Perceived Organizational Support (POS) influences Workplace Deviant
Behavior (WDB). This can be seen from the Standard Deviation (STDEV) value for this
variable which is 0.076, the calculated T-Statistic is 8.182 with a P-Value of 0.000. The P-
Value (0.000) for this hypothesis is smaller than alpha (α) = 0.05, indicating that there is
strong statistical evidence supporting the hypothesis that Perceived Organizational Support
(POS) influences Workplace Deviant Behavior (WDB) based on existing data analysis.
5) Hypothesis: Organizational Climate (IO) influences Perceived Organizational Support
(POS). This can be seen from the Standard Deviation (STDEV) for this variable which is
0.012. T-Statistic: The calculated T-Statistic is 80.378 with a P-Value of 0.000. The P-Value
(0.000) in this hypothesis is smaller than alpha (α) = 0.05. This means that there is sufficient
statistical evidence to support the hypothesis that Organizational Climate (IO) influences
Perceived Organizational Support (POS) based on existing data analysis.
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6) Hypothesis: Workplace Conflict (WC) influences Perceived Organizational Support (POS).
Results: The Sample Mean (M) value for O is -0.572, and the Sample Mean (M) for the POS
variable is -0.586. Standard Deviation (STDEV) for this variable is 0.071. T-Statistic: The
calculated T-Statistic is 8.083 with a P-Value of 0.000. The P-Value (0.000) in this
hypothesis is smaller than alpha (α) = 0.05, which shows that there is very strong statistical
evidence supporting the hypothesis that Workplace Conflict (WC) influences Perceived
Organizational Support (POS) based on existing data analysis.
DISCUSSION
The influence of organizational climate and workplace conflict on workplace deviant
behavior with perceived organizational support as an intervening
Based on the analysis of respondent distribution, from the questionnaire answers filled
in by respondents, it can be seen that the assessment of organizational climate variables,
workplace conflict and perceived organizational support together influence workplace deviant
behavior. In this research, employees are in a good organizational climate where the structure
and goals of the hospital are clear, they receive good direction, guidance and supervision from
superiors so that employees have responsibility for their work (Ehrhart et al., 2013). Employees
also have high perceived organizational support where employees feel they can fulfill their
personal needs because they receive benefits from the hospital and the feeling of getting the
same attention given to them by the hospital. This is in line with research conducted by
Jeewandara & Kumari, (2021) in whose study organizational climate has a relationship with
workplace deviant behavior where there is perceived organizational support as a factor that
strengthens this relationship. Low conflict in the work environment also contributes to low
workplace deviant behavior among hospital employees. This can be seen from the low level of
differences of opinion, mental fatigue at work, tension in personal problems, different visions
in work, differences in determining solutions to problems faced by employees (Adekeye &
Ajayi, 2020). This is in line with Kundi et al., (2022) who researched that interpersonal conflict
in the workplace (workplace conflict) has a positive influence on workplace deviant behavior.
The Influence of Organizational Climate on Workplace Deviant Behavior
Based on the analysis of respondent distribution, from the answers to the questionnaire
filled out by respondents, it can be seen that the assessment of organizational climate variables
has an influence on workplace deviant behavior. In this research, employees felt a high
organizational climate. This is proven by work that is clearly defined and structured so that
employees know their duties and responsibilities well. This has an impact on low levels of
behavior that wastes hospital resources and low levels of time fraud committed by employees.
Alias et al (2018) in their research showed a significant negative relationship between
organizational justice, management trust, work autonomy, organizational situational problems
and organizational ethical climate on workplace deviant behavior. Maharani, (2019) conducted
research at a company. From the research results, it was found that there was a significant
relationship between organizational climate and workplace deviant behavior, although the
correlation was still weak. Workplace deviant behavior as mentioned by Bennett & Robinson
(2000) is voluntary behavior that significantly violates organizational norms and ultimately
threatens the organization, individuals or even both. According to Sultana et al., (2021) work
relationships have a negative and significant effect on workplace deviant behavior.
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[ Perceived Organizational Support in Mediating Organizational Climate
and Workplace Conflict Against Workplace Deviant Behavior in Type D
Hospitals in Konawe Kepulauan]
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http://devotion.greenvest.co.id|Ulam Fridslan, Rina Anindita, Intan Silviana
Mustikawati
The Influence of Workplace Conflict on Workplace Deviant Behavior
Based on the results of data analysis from research conducted in hospitals, it was found
that there was a significant influence between Workplace Conflict and Workplace Deviant
Behavior. Low levels of conflict in the workplace such as differences of opinion, mental fatigue
at work, personal tension, different visions at work, differences in solutions in resolving
problems are followed by low levels of workplace deviant behavior. Kundi et al., (2022)
researched that interpersonal conflict in the workplace (workplace conflict) has a positive
influence on workplace deviant behavior. Caesens et al., (2019) in their research shows that
conflict in the work environment can have an influence on workplace deviant behavior.
Differences of opinion, tension in the work environment, and different visions between co-
workers result in increasingly high levels of employee deviant behavior. Zahid & Nauman,
(2023) explain that work conflict increases the influence on deviant behavior in the workplace
The Influence of Perceived Organizational Support on Workplace Deviant Behavior
Based on the results of data analysis from research conducted in hospitals, it was found
that there was a significant relationship between Perceived Organizational Support (perceived
organizational support) and Workplace Deviant Behavior (negative behavior in the workplace).
This is obtained from the high perception of support felt by employees where they feel fairness
in receiving equal treatment between employees, good support from superiors in their work
and fairly good rewards given.
In his research, Halfdansen, (2022) explains that perceived organizational support gives
employees commitment to change from deviant habits in the work environment, when
employees receive good organizational treatment and support, it will give employees a
commitment to change in their work environment. Abbasi et al., (2022) examined the effect of
organizational support through organizational justice, which is one indicator of perceived
organizational support on workplace deviants. Research conducted on employees at five
universities in Malaysia shows that organizational support through fair treatment makes
employees more likely to strive hard for challenging work. Fair treatment also makes
employees have positive expectations regarding the achievement of organizational goals so
that it can reduce workplace deviant behavior. Hashish, (2020) explains that organizational
support for fair behavior will reduce deviant behavior. To achieve this, a culture of respectful
communication, fairness in policies, and appropriate procedures for allocating resources,
workloads, and reward systems are a must.
The Influence of Organizational Climate on Perceived Organizational Support
Based on the analysis of respondent distribution, from the answers to the questionnaire
filled out by respondents, it can be seen that the assessment of organizational climate variables
influences perceived organizational support. In this research, employees felt a high
organizational climate. This is proven by work that is clearly defined and structured so that
employees know their duties and responsibilities well.
Halfdansen, (2022), obtained results in his research that organizational climate has an
influence on perceived organizational support and is able to moderate the relationship between
organizational climate and job performance. The same results were shown by Obeng &
Quansah (2020) where organizational climate influenced perceived organizational support and
supported the relationship between organizational climate and organizational commitment.
Schneider et al., (2013) showed that a positive organizational climate, which involves factors
such as clear company policies, social support, and congruence of values between the
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individual and the organization, can increase employee engagement and perceptions of
organizational support (POS). Setiawan, B., & Luthfi, A.
The Influence of Workplace Conflict on Perceived Organizational Support
Based on the analysis of respondent distribution, from the answers to the questionnaire
filled out by respondents, it can be seen that the assessment of the workplace conflict variable
influences perceived organizational support. In this research, employees felt low workplace
conflict. This is proven by the low level of conflict in the workplace such as differences of
opinion, mental fatigue at work, personal tension, different visions at work, differences in
solutions in resolving problems. Gavrias et al., (2021) shows that work conflict has a significant
negative relationship. with POS, which means that the higher the level of work conflict
experienced by employees, the lower the level of POS they feel. In addition, it was also found
that POS has a mediating role in the relationship between work conflict and various employee
outcomes, including job satisfaction, organizational commitment, and intention to change jobs.
Caesens et al. (2019) analyzed by looking at the relationship between perceived organizational
support and conflict in the workplace which was mediated by failure-related trust. Perceived
organizational support has a positive effect on failure related trust. Both perceived
organizational support and failure-related trust have a negative effect on conflict in the
workplace (Sharma, 2019).
CONCLUSION
Based on the results of data analysis, it was found that organizational climate and
workplace conflict had a significant influence on workplace deviant behavior with perceived
organizational support as an intervening variable for type D hospital employees in Konawe
Islands. These results show that the higher the organizational climate, the lower the workplace
conflict, the higher the perceived organizational support, which will reduce workplace deviant
behavior. Based on the results of data analysis, it was found that Organizational Climate has a
significant influence on Workplace Deviant Behavior. These results indicate that the
characteristics and quality of the work environment (Organizational Climate) can influence the
possibility of negative behavior in the workplace (Workplace Deviant Behavior). The results
of data analysis show that there is a significant influence between Workplace Conflict and
Workplace Deviant Behavior. This indicates that the level of conflict in the workplace can
influence the possibility of negative behavior occurring in the work environment (Anjani,
2019b). Based on the results of data analysis, it was found that Organizational Climate has a
significant influence on Perceived Organizational Support. This means that the characteristics
and quality of the work environment (Organizational Climate) can influence employees'
perceptions of the support they feel from the organization (Perceived Organizational Support).
The results of data analysis show that there is a significant influence between Workplace
Conflict and Perceived Organizational Support. This suggests that the level of conflict in the
workplace can influence employees' perceptions of the support they receive from the
organization. Based on the results of data analysis, it was found that Perceived Organizational
Support has a significant influence on Workplace Deviant Behavior. This means that
employees' perceptions of the support they receive from the organization (Perceived
Organizational Support) can influence the possibility of negative behavior at work (Workplace
Deviant Behavior).
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and Workplace Conflict Against Workplace Deviant Behavior in Type D
Hospitals in Konawe Kepulauan]
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http://devotion.greenvest.co.id|Ulam Fridslan, Rina Anindita, Intan Silviana
Mustikawati
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