A Study of Ethical Work Climate and Deviant Workplace Behavior among Academic and Non-Academic Staff in Nigerian Universities
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Abstract
This study examines the link between Ethical Work Climate (EWC) and Deviant Workplace Behavior our (DWB) in Nigerian universities, focusing on both academic and non-academic staff at the University of Benin. It analyzes how key dimensions of ethical climate—caring, rules, law and code, instrumental, and independence—shape the prevalence of deviant
behaviours, including misuse of organizational property, production-related deviance, political misconduct, and personal aggression. The findings indicate a moderate level of both ethical climate and deviant behavior our within the institution. In particular, instrumental and independence climates were identified as significant drivers of deviant workplace behaviour, implying that environments dominated by self-interest and unchecked autonomy are more susceptible to unethical conduct. In contrast, caring and rules-oriented climates were shown to reduce the incidence of deviance, highlighting the importance of formal ethical structures in guiding employee behavior our. The study advances theoretical understanding of organizational ethics within higher education and offers practical guidance for university administrators on cultivating ethical environments that reduce deviance and strengthen accountability. It recommends the adoption of robust ethical frameworks, continuous ethics training, and a balanced approach to autonomy and oversight. The paper concludes by outlining directions for future research, including comparative studies across institutions, qualitative approaches, and the exploration of moderating factors such as leadership style and organizational justice.
behaviours, including misuse of organizational property, production-related deviance, political misconduct, and personal aggression. The findings indicate a moderate level of both ethical climate and deviant behavior our within the institution. In particular, instrumental and independence climates were identified as significant drivers of deviant workplace behaviour, implying that environments dominated by self-interest and unchecked autonomy are more susceptible to unethical conduct. In contrast, caring and rules-oriented climates were shown to reduce the incidence of deviance, highlighting the importance of formal ethical structures in guiding employee behavior our. The study advances theoretical understanding of organizational ethics within higher education and offers practical guidance for university administrators on cultivating ethical environments that reduce deviance and strengthen accountability. It recommends the adoption of robust ethical frameworks, continuous ethics training, and a balanced approach to autonomy and oversight. The paper concludes by outlining directions for future research, including comparative studies across institutions, qualitative approaches, and the exploration of moderating factors such as leadership style and organizational justice.
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