Organizational Dehumanization and Workplace Deviance with Mediating Effect of Psychological Distress among Doctors of Public and Private Healthcare Sector

Abstract

Purpose: This study aims to examine how organizational dehumanization among doctors of private and government sector leads to Intern personal deviance and Organizational deviance and how psychological distress mediates this relationship. It helps to understand how employees see themselves of being treated as tools, machines within organization that leads to deviant behavior both through increased psychological strain.

Design/methodology/approach: Cross-sectional survey design was opted. Data collected from 200 full time employees working in healthcare private and government organization (doctors) using stratified random sampling technique. All items were measured on a 5-point Likert scale.

Findings/Results: Results showed that organizational dehumanization positively effects workplace deviance and it also shows psychological distress had an effect on workplace deviance. Mediation analysis also shows a positive relationship between organizational dehumanization and workplace deviance and suggesting that, employees who feel more dehumanized experience emotional stress which in turn leads the chances of engaging in deviant actions.

 Research limitation: data collected were from Rawalpindi and Islamabad from a specific sector (healthcare), findings may not be generalized to other cultural or organizational contexts such as corporate, educational, or any other setting.

Implications: the study unveils the concept of organizational dehumanization emphasizing the need for adapting humane organizational practices that helps to promote employee’s dignity and well-being. To apply this lens at organizational level great focus should be placed on leadership principles and the development of ethical organizational culture.

Originality/value: workplace deviance among doctors of private and government hospitals in Islamabad and Rawalpindi.