Employee's lying behavior and the role of self-awareness

Chang, Kirk; Max, Sylvain; Celse, Jérémy

doi:10.1108/ijoa-12-2020-2513

Cited by 4 publications

(1 citation statement)

References 42 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Our findings significantly contribute to UPB research by uncovering a dark side of interpersonal influences on UPB in organisations. We hope our findings will open new lines of research on the relationship between social networks of employees and their UPB (Jha and Singh, 2021; Chang et al , 2022).…”

Section: Discussionmentioning

confidence: 88%

A relational view of unethical pro-organisational behaviour

Popoola

Novičević

Johnson

et al. 2023

IJOA

View full text Add to dashboard Cite

Purpose The purpose of this paper is to introduce the relational view of unethical pro-organisational behaviour (UPB) to explain interpersonal paths of influence on employees’ engagement in UPB. The proposed relational view of UPB is grounded in Darwall’s second-person philosophy. Design/methodology/approach This research design involves two quantitative studies – a pilot study with 340 subjects and the main study with 310 employees. The structural equation modelling data analysis was conducted using the R language software. Findings The findings provided initial support for the relational view of UPB. Study 1 revealed that employees’ accountability (perceived as personal obligation) influenced their engagement in UPB. Furthermore, Study 2 strengthens the theory and findings from Study 1 that employees’ moral organisational identification influences their engagement in UPB over the influence of employees’ identification with the organisation. Research limitations/implications The findings extend the nomological network of UPB and extant theoretical knowledge on the moral self by uncovering how moral accountability and personal obligation have a “dark side”. Practical implications The findings indicate that practitioners should address the impact of employee interpersonal relationships on their perceived obligation to engage in UPB. Originality/value The authors provided an original use of Darwall’s second-person standpoint as the philosophical foundation to integrate accountability and identity theories, to explain interpersonal influences on employees’ engagement in UPB.

show abstract

Section: Discussionmentioning

confidence: 88%

A relational view of unethical pro-organisational behaviour

Popoola

Novičević

Johnson

et al. 2023

IJOA

View full text Add to dashboard Cite

show abstract

The enigma of fraud as a unique crime and its resonance for auditing research and practice: unlearned lessons of psychological pathways to fraud

Maulidi

2024

JAOC

View full text Add to dashboard Cite

Purpose This study aims to observe people’s decisions to commit fraud. This study is important in the current time because it provides insights into the development of fraudulent intentions within individuals. Design/methodology/approach The information used in this study is derived from semi-structured interviews, conducted with 16 high-ranking officials who are employed in Indonesian local government positions. Findings The study does not have strong evidence to support prior studies assuming that situational factors or social enablers have direct effects on fraud intentions. As suggested, individual factors which are related to moral reasoning (moral judgment and rationalisation) emerge as a consequence of social enablers. The significant role of that moral reasoning is to rationalise any fraud attempt as permissible conduct. As such, when an individual is capable of legitimising his/her fraud attempt into appropriate self-judgement, s/he is more likely to engage in fraudulent behaviours. Practical implications This study offers practical prescriptions in guiding the management to develop strategies to curb fraudulent behaviours. The study suggests that moral cognitive reasoning is found to be a parameter of whether fraud is an acceptable option or not. So, an understanding of observers’ moral reasoning is helpful in predicting the likelihood of fraud within an organisation or in detecting it. Originality/value This study provides a different perspective on the psychological pathway to fraud. It becomes a complement work for the fraud triangle to explain fraudulent behaviours. Specifically, it provides crucial insights into the underlying motivations that lead individuals to accept invitations to engage in fraudulent activities.

show abstract

Do High-Performance-Work-Practices (HPWPs) really work?

Odiaka¹,

Chang²,

Tamimi³

et al. 2023

Preprint

Self Cite

View full text Add to dashboard Cite

Purpose: High-performance-work-practices (HPWPs) are popular managerial strategies, in which employees are invited to participate in decision-making-process and contribute to the policy implementation, aiming to maximize employee potential. HPWPs sound ideal but their importance to employee engagement and performance in the service industry is still unclear. Method: To further understand the importance and influence of HPWPs, the current project adopts the AMO Model to review the knowledge gaps and develop research questions. Research data are collected from hotels in Nigeria, an emerging but little-known sector in the service industry. Employee’s experiences of HPWPs are collected through semi-structured interviews and then thematically analyzed. Findings: Engaged employees are keen to support the implementation of HPWPs, recognizing their imperativeness and behaving conscientiously in delivering hotel services. Managers’ positive attitudes (i.e., appreciation of employees’ effort & managers’ trust in employees’ capability) both facilitate the efficacy of HPWPs, leading to higher levels of engagement and more service-oriented citizenship behavior (S-OCB). However, when the level of employee engagement is low and managers’ positive attitudes are absent, HPWPs barely work. Originality: Unlike prior studies which link HPWPs to performance directly, we have proposed an alternative rationale to clarify the HPWPs-performance relationship. Specifically, research findings have helped clarify how HPWPs affect S-OCB by explaining the role of employee engagement and managers’ positive attitude as the underlying mechanism, Practical implications: Our research findings have clarified two important factors (i.e., employee engagement & managers’ positive attitudes) during the implementation of HPWPs, hence bringing new insights into the “HPWPs-Employee engagement” literature. Suggestions for implementing HPWPs in the service industry are also discussed.

show abstract

Employee's lying behavior and the role of self-awareness

Cited by 4 publications

References 42 publications

A relational view of unethical pro-organisational behaviour

A relational view of unethical pro-organisational behaviour

The enigma of fraud as a unique crime and its resonance for auditing research and practice: unlearned lessons of psychological pathways to fraud

Do High-Performance-Work-Practices (HPWPs) really work?

Contact Info

Product

Resources

About