The relationship between affective commitment and unethical pro-organizational behavior: the role of moral disengagement

Abstract

Purpose -As one of the few studies on unethical pro-organizational behavior (UPB), this study hypothesizes that affective commitment predicts UPB through the mediation of moral disengagement. It was also proposed that ethical leadership affects the hypothesized relationship. Methodology -208 employees (98 males and 110 females) from different companies located in Istanbul, Turkey formed the sample of this study. A multidimensional questionnaire with seven-point interval scale was applied to measure all substantive variables used in this study. Findings-The results of mediation analysis revealed that people with higher affective commitment engaged in more UPB, and that this effect was mediated by moral disengagement. In addition, the results of moderated mediation analysis showed that the mediation relationship was stronger when employees perceived a lower level of ethical leadership in the organization. Conclusion-We found that affective commitment encourages UPB through the mechanism of moral disengagement. Besides, this effect is stronger when the ethical leadership is perceived to be low as opposed to being high. Our results extend knowledge of UPB by highlighting the importance of ethical leadership, and open up new avenues of research on the ethical challenges of prosocial motives, attitudes, and behaviors. Further theoretical and practical implications are discussed.

Why does a leader’s other-oriented perfectionism lead employees to do bad things? Examining the role of moral disengagement and moral identity

“…This is because they are unaware of the moral consequences of their actions and are overly concerned with the pro-organizational aspects of unethical behavior ( Yan et al, 2021 ). Ethical disengagement has been shown to have a positive effect relationship on subsequent unethical behavior in various organizations and industries ( Moore et al, 2012 ; Ebrahimi and Yurtkoru, 2017 ; Shaw et al, 2020 ). Thus, employees with a tendency toward moral disengagement are more likely to engage in UPB.…”

Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior

“…Generally speaking, organizational commitment is higher for employees with career ambition as they see their careers are directly connected to the organization's progress. Even researchers have explicated that organizational commitment is positively related to UPOB due to employees' strong affective commitment towards their organization (Ebrahimi & Yurtkoru, 2017). This can be explained by positive reciprocity of belief such that when employees perceive that their organization supports and facilitates them through an interconnected and well‐designed management system, they feel even more obligated to reciprocate towards the organization in all possible manners (Evans & Davis, 2005; Rupp & Cropanzano, 2002).…”

“…However, such motivation-enhancing HRM practices may also overdrive employees for career ambition and hence, counterproductive. Managers need to be vigilant whether employees are indulging in unethical practices to achieve their goals even if their actions may temporarily benefit the organization (Ebrahimi & Yurtkoru, 2017).…”

The Role of Cognitive and Affective Trust on Promoting Unethical Pro-Organizational Behavior

“…At the same time, trusting or being trusted can reduce feelings of anxiety, fear, embarrassment, even shame and humiliation (Lewicki et al, 1998). When the supervisor needed to make an action that was concerned with the collective good but contrary to employee intention such as unethical proorganizational behavior (Ebrahimi, 2017;Shaw & Liao, 2021). Affective bond between employees and supervisors would reflect more of a lack of defensiveness against doing the action (Chen et al, 2014;Tacke et al, 2022;Xu & Wang, 2020).…”