Understanding Deviant Behaviour: Insights from Executive-Grade Officers in the Government of Sri Lanka
| Published date | 01 June 2024 |
| DOI | http://doi.org/10.1177/00195561231221827 |
| Author | Thilakshi Kodagoda,Janani Ramanayake |
| Date | 01 June 2024 |
Understanding Deviant
Behaviour: Insights
from Executive-Grade
Officers in the
Government of Sri Lanka
Thilakshi Kodagoda1 and Janani Ramanayake2
Abstract
This article attempts to understand how and why deviant behaviour emerges
among executive-grade officers in Sri Lanka. This qualitative research includes
open-ended interviews with eight executive-grade officers in the government
sector. The thematic data analysis of the interviews revealed several factors that
influence deviant behaviour among them. These include individual characteris-
tics, attitudes, social norms, organisational culture, unawareness of rules, lack of
procedural improvements, misuse of power and authority. The article explores
practical implications, how procedural improvements should be implemented
and ethical education should promote self-discipline, proper monitoring mecha-
nisms and transparency through the Right to Information Act (2016).
Keywords
Deviant behaviour, executive-grade officers, public sector, qualitative study,
Sri Lanka
Introduction
Research on employees’ deviant behaviour has gained substantial attention from
scholars (Kong et al., 2020; Park et al., 2019). Jones (1991) dened deviant behaviour
as an act that has harmful effects on others and is either illegally or morally unaccep-
table to the larger community. Examples include absenteeism (Graham-Moore, 1986),
Article
Indian Journal of Public
Administration
70(2) 398–412, 2024
© 2024 IIPA
Article reuse guidelines:
in.sagepub.com/journals-permissions-india
DOI: 10.1177/00195561231221827
journals.sagepub.com/home/ipa
1 Department of Human Resource Management, University of Colombo, Sri Lanka
2 Postgraduate and Mid-career Development Unit, Faculty of Management and Finance, University of
Colombo, Sri Lanka
Corresponding author:
Thilakshi Kodagoda, Department of Human Resource Management, University of Colombo, Colom-
bo 03, Sri Lanka.
E-mail: dtkodagoda@yahoo.com
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