Perceived organizational control, moral disengagement and workplace deviance

Extant research has suggested that perceived organisational control and moral disengagement influence workplace deviance, but relatively little research hasexamined the incremental validity of perceived organisational control on workplace devianceafter controlling for moral disengagement. To address this void in literature, the present studyis an attempt to examine whether perceived organisational control account for incremental variance in workplace deviance, after controlling for moral disengagement.We used a sample of 256 teaching staff from Federal Polytechnic Bida, Nigeria. We also used Hierarchical multiple regression analysis along with descriptive analysis and correlation analysis to examine the relationships among the key constructs. Overall, results suggest that moral disengagement accounted for a significant amount of variance relative to perceived organisational control.