“I don't want to be near you, unless…”: The interactive effect of unethical behavior and performance onto relationship conflict and workplace ostracism

Abstract

Examined through the lens of moral psychology, we investigate when and why employees’ unethical behaviors may be tolerated versus rejected. Specifically, we examine the interactive effect of employees’ unethical behaviors and job performance onto relationship conflict, and whether such conflict eventuates in workplace ostracism. Although employees’ unethical behaviors typically go against moral norms, high job performance may provide a motivated reason to ignore moral violations. In this regard, we predict that job performance will mitigate the relationship between employee unethical behavior and workplace ostracism, as mediated by relationship conflict. Study 1, a multisource field study, tests and provides support for Hypotheses 1 and 2. Study 2, also a multisource field study, provides support for our fully specified model. Study 3, a time‐lagged field study, provides support for our theoretical model while controlling for employees’ negative affectivity and ethical environment. Theoretical and practical implications are discussed.

Workplace Ostracism as a Predictor of Employee Performance and Employee Turnover- Evidence From the Banking Sector

“…As suggested by Quade, Greenbaum and Petrenko (2016), it is also observed that ostracism is also used by dishonest employees to cover or hide their negligence or dishonesty. Furthermore, it leads to grouping of dishonest employees which get more powerful in performing their malpractices and getting off easy.…”

Motivated to disengage: The ethical consequences of goal commitment and moral disengagement in goal setting

“…This generally occurs through a selective interpretation of the available information. For example, one recent study found that motivated moral reasoning allowed employees to excuse the unethical behavior of their coworkers who benefitted the organization through high performance (Quade, Greenbaum, & Petrenko, 2017).…”

How do employees react to leaders’ unethical behavior? The role of moral disengagement

“…Qualtrics panels are nationally representative samples of adults who volunteer to participate in surveys in exchange for monetary compensation. Previous research has utilized similar sampling techniques to study a wide range of organizational phenomena (e.g., Bobocel, ; Quade, Greenbaum, & Petrenko, ). Prior to launch, we aimed for a three‐wave survey with a final sample size of N = 200, and 1 month of separation between time waves to minimize common method variance concerns (Podsakoff, MacKenzie, Lee, & Podsakoff, ).…”