All Title Author
Keywords Abstract


Unethical Pro-Organizational Behavior: Concept, Measurement and Empirical Research

DOI: 10.4236/jhrss.2015.33020, PP. 150-155

Keywords: Unethical Pro-Organizational Behavior, Employee Attitude, Leadership

Full-Text   Cite this paper   Add to My Lib

Abstract:

Along with the developing of the research on Organizational Behavior, more and more scholars pay attention to the unethical pro-organizational behavior. It gives us a more depth and a new aspect in understanding in all sorts of phenomenon of organizational behavior. This article firstly reviews the current research about the concept and measurement of unethical pro-organizational behavior; some relevant researches are also mentioned. Then in the second part, this article lists some relevant empirical research especially in the relationship between UPB and employee attitude and the relationship between UPB with leadership style. To promote the development of UPB, this article also provides some advises which can be enforced in the future.

References

[1]  Schminke, M., Caldwell, J., Ambrose, M.L. and McMahon, S.R. (2014) Better than Ever? Employee Reactions to Ethical Failures in Organizations, and the Ethical Recovery Paradox. Organizational Behavior and Human Decision Processes, 123, 206-219.
http://dx.doi.org/10.1016/j.obhdp.2013.10.002
[2]  Ilie, A. (2012) Unethical Pro-Organizational Behaviors: Antecedents and Boundary Conditions.
[3]  Gurchiek, K. (2006) US Workers Unlikely to Report Office Misconduct. HR Magazine, 51, 38.
[4]  Umphress, E.E., Bingham, J.B. and Mitchell, M.S. (2010) Unethical Behavior in the Name of the Company: The Moderating Effect of Organizational Identification and Positive Reciprocity Beliefs on Unethical Pro-Organizational Behavior. Journal of Applied Psychology, 95, 769.
http://dx.doi.org/10.1037/a0019214
[5]  Vadera, A.K. and Pratt, M.G. (2013) Love, Hate, Ambivalence, or Indifference? A Conceptual Examination of Workplace Crimes and Organizational Identification. Organization Science, 24, 172-188.
http://dx.doi.org/10.1287/orsc.1110.0714
[6]  Miao, Q., Newman, A., Yu, J. and Xu, L. (2013) The Relationship between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? Journal of Business Ethics, 116, 641-653.
http://dx.doi.org/10.1007/s10551-012-1504-2
[7]  Umphress, E.E. and Bingham, J.B. (2011) When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors. Organization Science, 22, 621-640.
http://dx.doi.org/10.1287/orsc.1100.0559
[8]  Jones, T.M. (1991) Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Mode. Academy of Management Review, 16, 366-395.
[9]  Knoll, M. and van Dick, R. (2013) Do I Hear the Whistle…? A First Attempt to Measure Four Forms of Employee Silence and Their Correlates. Journal of Business Ethics, 113, 349-362.
http://dx.doi.org/10.1007/s10551-012-1308-4
[10]  Matherne III, C.F. and Litchfield, S.R. (2012) Investigating the Relationship between Affective Commitment and Unethical Pro-Organizational Behaviors: The Role of Moral Identity. Journal of Leadership, Accountability and Ethics, 9, 35-46.
[11]  He, H. and Brown, A.D. (2013) Organizational Identity and Organizational Identification: A Review of the Literature and Suggestions for Future Research. Group & Organization Management, 38, 3-35.
http://dx.doi.org/10.1177/1059601112473815
[12]  Bandura, A. (1999) Moral Disengagement in the Perpetration of Inhumanities. Personality and Social Psychology Review, 3, 193-209.
http://dx.doi.org/10.1207/s15327957pspr0303_3
[13]  Graham, K.A., Ziegert, J.C. and Capitano, J. (2015) The Effect of Leadership Style, Framing, and Promotion Regulatory Focus on Unethical Pro-Organizational Behavior. Journal of Business Ethics, 126, 423-436.
http://dx.doi.org/10.1007/s10551-013-1952-3
[14]  Effelsberg, D., Solga, M. and Gurt, J. (2014) Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation. Journal of Business Ethics, 120, 81-93.
http://dx.doi.org/10.1007/s10551-013-1644-z
[15]  Chen, Y., Friedman, R. and Simons, T. (2014) The Gendered Trickle-Down Effect: How Mid-Level Managers’ Satisfaction with Senior Managers’ Supervision Affects Line Employee’s Turnover Intentions. Career Development International, 19, 836-856.
http://dx.doi.org/10.1108/CDI-02-2014-0031

Full-Text

comments powered by Disqus