Purpose
– The purpose of this paper is to analyse employees’ lying behaviour and its findings have important implication for the management and prevention strategies of lying in the workplace. Employee lying has caused both reputational and financial damage to employers, organisations and public authorities. This study adopts a psycho-cognitive perspective to examine the mechanism of lying reduction and the influence envy has on lying behaviour.
Design/methodology/approach
– Incorporating social comparison phenomenon and cognate studies this study suggests that envy may restrain people from lying in the workplace. Specific hypotheses are developed and tested with 271 participants using dice game scenarios.
Findings
– Research findings have found that people are likely to lie if lying brings them benefits. However, the findings also reveal that the envy aroused between two people may act as a psychological barrier to reduce the tendency to lie.
Originality/value
– The research findings have provided an alternative perspective to the current prevailing view of envy as a negative emotion. Envy need not always be negative. Envy can provide an internal drive for people to work harder and enhance themselves but it can also act as a brake mechanism and self-regulator to reduce lying, and thereby has a potentially positive value.
This research analyzed whether political leaders make people lie via priming experiments. Priming is a non-conscious and implicit memory effect in which exposure to one stimulus affects the response to another. Following priming theories, we proposed an innovative concept that people who perceive leaders to be dishonest (such as liars) are likely to lie themselves.We designed three experiments to analyze and critically discussed the potential influence of prime effect on lying behavior, through the prime effect of French political leaders (including general politicians, presidents and parties). Experiment 1 discovered that participants with non-politician-prime were less likely to lie (compared to politician-prime). Experiment 2A discovered that, compared to Hollande-prime, Sarkozy-prime led to lying behavior both in gravity (i.e., bigger lies) and frequency (i.e., lying more frequently). Experiment 2B discovered that Republicans-prime yielded an impact on more lying behavior, and Sarkozy-prime made such impact even stronger. Overall, the research findings suggest that lying can be triggered by external influencers such as leaders, presidents and politicians in the organizations. Our findings have provided valuable insights into organizational leaders and managers in their personnel management practice, especially in the intervention of lying behavior. Our findings also have offered new insights to explain non-conscious lying behavior.
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