Why and when does job satisfaction promote unethical pro‐organizational behaviours? Testing a moderated mediation model

Business ethics are an important part of corporate sustainability. Sustainability concerns not only the environment but also the well-being of employees, which includes work engagement. Authentic leadership has an impact on the work engagement and well-being of subordinates. The aim of the current research is to present the interdependencies between leadership, work engagement, and unethical pro-organizational behavior. A group of 623 employees from various organizations working in various positions in Central and Eastern Poland was surveyed. The relationships between the variables were analyzed using CB-SEM structural modeling methods. The estimation was completed on the basis of the highest probability method. The CB-SEM model was applied in order to verify the hypotheses that had been formulated. The current paper presents an intermediate role of work engagement between supervisors’ leadership and the unethical pro-organizational behavior of subordinates. The survey shows that authentic leadership induces subordinates to engage in unethical pro-organizational behavior. Practical implications were formulated, including company board greater integration of ethics into the core values of organizations and emphasis on learning business ethics in universities and MBA studies.

Section: Work Engagement and Unethical Pro-organizational Behaviormentioning

confidence: 99%

Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement

Gigol

2020

“…UPB is "behavior that intends to promote the effective functioning of the organization or its members but violates core societal values, mores, laws, or standards of proper conduct" [16]. UPB is usually related to employees' positive attitudes and emotions towards the organization, such as psychological entitlement [17], organizational identification [18], organizational commitment [19], organizational embeddedness [20], organizational support [21], and job satisfaction [21]. Furthermore, existing studies confirm the correlation of CSR with positive emotional factors such as organizational identification [18] and organizational commitment [19].…”

Section: Introductionmentioning

confidence: 99%

Employee-Oriented CSR and Unethical Pro-Organizational Behavior: The Role of Perceived Insider Status and Ethical Climate Rules

Yin

Zhang

2021

Although existing research generally has found that corporate social responsibility (CSR) has a positive impact on organizations and individuals, researchers should still be alert to the potential risks it may bring. This study will explore why employee-oriented corporate social responsibility (employee-oriented CSR) triggers unethical pro-organizational behavior (UPB). Based on the social identity theory, this study establishes a moderated mediation model to explore the impact mechanism of employee-oriented CSR on UPB. We collected survey data from 298 employees of manufacturing organizations to test our research model. The regression statistics results indicate that employee-oriented CSR can indirectly (via perceived insider status (PIS)) affect employees’ UPB. Moreover, ethical climate rules negatively moderate the relationship between PIS and UPB, and negatively moderate the indirect effect of employee-oriented CSR on UPB. This study promotes a full understanding of the impact of CSR, expands the micro-foundation of CSR, and extends the research on the antecedents of employees’ UPB by revealing the social-psychological mechanism of employee-oriented CSR impact UPB, and also gives specific suggestions to put into practice.

“…Significant correlations have also been found between organizational commitment and employee engagement in unethical pro-organizational behavior [34]. It has also been determined that people who are highly satisfied with their jobs are more willing to engage in unethical pro-organizational behavior [35].…”

Section: Unethical Pro-organizational Behaviormentioning

confidence: 99%

Gender Differences in Engagement in Unethical Pro-Organizational Behavior—Two Studies in Poland

Gigol

2020

The objective of this article is to present the results of research on the differences in unethical pro-organizational behavior between men and women. Enterprises run the risk of loss of reputation as a result of unethical pro-organizational behavior on the part of their staff. Such behavior also stands in opposition to sustainable enterprise development. However, an employee who engages in this type of behavior may suffer guilt and embarrassment. In the long term, this hinders employee well-being. The correlation between engagement in unethical pro-organizational behavior and the respondents’ gender was examined in two empirical studies. The first one was carried out among full-time employees of companies operating in various sectors in Poland, who were extramural students (N = 786). The second study was conducted half among employees of three large holding companies and half among working students of postgraduate studies (N = 389). The t-Student test was employed in the study. Statistical analysis was performed with the use of the IBM SPSS Amos 25.0.0 software. The theoretical framework of gender socialization theory was employed. The main conclusion is that women are less inclined to display unethical behavior for the sake of an organization than men. This is the first—or one of the first articles—devoted to studying the correlations between unethical pro-organizational behavior and gender. The results of the study can be applied in practice as they support increased participation of women in management as well as in creation and implementation of ethical codes in organizations.