علل و پیامدهای رفتار حامی سازمانی غیر اخلاقی
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علل و پیامدهای رفتار حامی سازمانی غیر اخلاقی

عنوان فارسی مقاله: نقش استقلال اخلاقی در علل و پیامدهای رفتار حامی سازمانی غیر اخلاقی
عنوان انگلیسی مقاله: The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior
مجله/کنفرانس: رفتار سازمانی و فرآیندهای تصمیم گیری انسانی - Organizational Behavior and Human Decision Processes
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت منابع انسانی، مدیریت سازمان های دولتی، مدیریت استراتژیک منابع انسانی
کلمات کلیدی فارسی: رفتار حامی سازمانی غیر اخلاقی، استقلال اخلاقی، علم اخلاق، اخلاق، عملکرد
کلمات کلیدی انگلیسی: Unethical pro-organizational behavior، Moral decoupling، Ethics، Morality، Performance
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.obhdp.2019.05.007
دانشگاه: Department of Management and Organization, Foster School of Business, University of Washington, United States
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 3/564 در سال 2018
شاخص H_index: 128 در سال 2019
شاخص SJR: 2/742 در سال 2018
شناسه ISSN: 0749-5978
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 14
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E12561
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Theory and hypotheses


3- Implications for supervisors’ evaluations of their employees


4- Research overview


5- Study 1


6- Study 2a


7- Study 2b


8- Discussion


References

نمونه متن انگلیسی مقاله

Abstract


In this paper we explore the antecedents and consequences of employees’ unethical pro-organizational behavior (UPB) through the lens of moral decoupling—a moral reasoning process whereby individuals separate their perceptions of morality from their perceptions of performance. First, we argue that employees increase their engagement in UPBs when they (1) see their supervisors doing the same and (2) believe that their supervisors endorse moral decoupling. Second, we argue that employees’ UPBs are only positively related to supervisors’ evaluations of their job performance when supervisors themselves report that they morally decouple. We test these hypotheses in a field sample of supervisor–employee dyads and two experimental studies. This combination of studies highlights the complex link between ethics and perceptions of performance within organizations.


Introduction


In both the organizational sciences (Mitchell, Vogel, & Folger, 2015; O'Reilly, Aquino, & Skarlicki, 2016) and the broader psychological literature (Goodwin, 2015; Goodwin, Piazza, & Rozin, 2014), scholars have noted a tendency for individuals who act unethically to be perceived less positively than individuals who act ethically (Berry, Sackett, & Wiemann, 2007; Goodwin, 2015; Sackett & Harris, 1984; Sackett & Wanek, 1996). For example, when employees act unethically, they tend to be punished (Bauman, Tost, & Ong, 2016; Trevino & Youngblood, 1990), ostracized (Feinberg, Willer, & Schultz, 2014), and even fired from their jobs (Huhman, 2018). Similarly, research has shown that employees who act ethically are perceived as better leaders (Brown, Treviño, & Harrison, 2005) and as better performers than their peers (Gatewood & Carroll, 1991; James, 2000; Jose & Thibodeaux, 1999). Typically, employees act unethically in an attempt to obtain better outcomes for themselves. For example, they lie to their coworkers to cover up their mistakes, steal supplies from their offices to avoid buying the supplies themselves, and misrepresent their performance to their supervisors to attain raises, promotions, and other benefits (Treviño, Nieuwenboer, & Kish-Gephart, 2014). For these self-focused unethical behaviors, it is understandable that employees’ unethical behavior would be negatively perceived. However, employees’ unethical actions can also be motivated by a desire to benefit their organizations—a phenomenon Umphress and Bingham (2011) refer to as unethical proorganizational behavior (UPB). Examples of UPB include misrepresenting the truth to make one’s organization look good, exaggerating the quality of the organization’s products or services to customers, and concealing damaging information about the organization from the public (Umphress, Bingham, & Mitchell, 2010). At its core, UPB involves an inherent tension between organizational performance and ethical principles, sacrificing the latter in the name of the former.

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