Relevant bibliographies by topics / Unethical Pro-organisational Behaviour (UPB)

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Academic literature on the topic 'Unethical Pro-organisational Behaviour (UPB)'

Author: Grafiati
Published: 23 May 2024

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Journal articles on the topic "Unethical Pro-organisational Behaviour (UPB)"

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Zulkifli, Faizal, and Norizah Mustamil. "The Role of Moral Disengagement in the Relationships between Ethical Ideology and Unethical Pro-Organizational Behaviour." 15TH GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES ON 14 - 15 SEPTEMBER 2023, NOVOTEL BANGKOK PLATINUM PRATUNAM, THAILAND 15, no. 1 (September 14, 2023): 136. http://dx.doi.org/10.35609/gcbssproceeding.2023.1(136).

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There is growing research by a group of researcher on unethical pro-organisation behaviour (UPB) especially after the misconduct of carbon emission by Volkswagen, the researchers have trying to understand why, how and when employees would conduct UPB by using various theories (Mishra et al., 2021) including moral disengagement theory (Mishra et al., 2021). Drawing from moral disengagement theory (Bandura, 1990) we argue that moral disengagement mechanism mediates the relationships between ethical ideology and UPB. As the literature of moral disengagement in unethical behaviour and UPB heavily tested and rely on moral disengagement as unidimensional construct, so less is known which mechanisms of moral disengagement influence employees behaviour (Ogunfowora et al., 2021). So, this paper will examine how idealist and relativist adopting moral disengagement mechanisms in justifying their immoral act of UPB. The study is a cross sectional study which the data was collected through paper and pencil survey. A total of 387 responses were collected from private sectors employees in Klang Valley, Kuala Lumpur, Malaysia. The respondents received RM10 KFC voucher as a token. The data quality measures were used by including attention check questions and marker variable (Moore et al., 2021). All the responses were measured using 7-likert scale, where 1 – strongly disagree and 7-strongly agree. Employees ethical ideology was measured using 20 items by (Forsyth, 1980), moral disengagement was measured using 32 items by (Bandura, 1990), and UPB was measure using 6 items by (Umphress et al., 2010), The analysis was conducted using SPSS Version 27, and the mediation analysis was tested using PROCESS. Keywords: Unethical pro-organizational behaviour, moral disengagement, ethical ideology
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Koçak, Daimi. "Leader-member exchange and unethical pro-organizational behavior." Ekonomski vjesnik 35, no. 2 (2022): 301–13. http://dx.doi.org/10.51680/ev.35.2.6.

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Purpose: In this study, drawing on social learning theory, a moderated mediation model was tested. This model examines organizational identification as the mediator and employee unethical tolerance as the moderator in relationships between leader-member exchange (LMX) and unethical pro-organizational behaviors (UPB). Methodology: The research sample is comprised of 432 full-time employees of a private company operating in the service sector in Turkey. Results: Consistent with the theoretical model, analysis results indicate that organizational identification mediated a positive relationship between LMX and UPB. Furthermore, results supported the moderated mediation model and showed that an indirect effect of LMX on UPB through organizational identification is stronger when EUT is high rather than low. Conclusion: This study contributes to LMX and UBP literature by integrating research on organizational identification and employee unethical tolerance.
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Nguyen, Canh Minh, Lu Zhang, and David Morand. "The Effect of Managers’ Unethical Pro-Organizational Behavior (UPB) on Subordinates' UPB." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 11643. http://dx.doi.org/10.5465/ambpp.2019.11643abstract.

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Uymaz, Ali Osman, and Serdar Arslan. "Unethical pro-organizational behavior as an outcome of servant leadership." Journal of Management & Organization 28, no. 1 (October 6, 2021): 33–57. http://dx.doi.org/10.1017/jmo.2021.49.

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AbstractThis study tested the relationship between servant leadership, unethical pro-organizational behavior (UPB) of employee, trust in managers, and employees' positive reciprocity beliefs (PRB). Data were collected from 392 employees who work in four and five-star hotels in Alanya, Turkey. Structural equation modeling and artificial neural network analyses provided evidence for direct and indirect relationships between servant leadership and employee UPB via trust in manager and PRB. Specifically, trust in manager and PRB strengthened the relationship of servant leadership with employee UPB. These findings suggest that servant leadership could have a previously unexplored dark side in certain contexts. The study enhances the servant leadership and UPB literature. It also suggests certain practical implications for hotel managers to be able to reduce employee UPB. The limitations and future research suggestions of the study are discussed.
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Zhang, Suchuan. "Impact of workplace ostracism on unethical pro-organizational behaviors." Personnel Review 49, no. 8 (December 18, 2019): 1537–51. http://dx.doi.org/10.1108/pr-05-2019-0245.

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Purpose The purpose of this paper is to examine the effect of workplace ostracism on unethical pro-organizational behavior (UPB), by focusing on the moderating role of value alignment of WPS. Design/methodology/approach The theoretical model was tested using data collected from 434 employees in different companies from Shanxi provinces in China. Analysis of lagged data is used to empirically test the relationship between workplace ostracism and UPB. Findings The study found that ostracized individuals are more likely to engage in UPB when they embrace high value alignment with the organization. Originality/value This study examines the moderating effect of WPS, providing boundary condition for the relationship between workplace ostracism and UPB. So far, most of the empirical work has identified moderators that only buffer the relationship between ostracism and negative outcomes, and the result for moderators that actually determine pro-social responses has not yet to be discovered.
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Xu, Ting, and Zhike Lv. "HPWS and unethical pro-organizational behavior: a moderated mediation model." Journal of Managerial Psychology 33, no. 3 (April 9, 2018): 265–78. http://dx.doi.org/10.1108/jmp-12-2017-0457.

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Purpose The purpose of this paper is to examine the effect of employees’ perceptions of high-performance work systems (HPWS) on unethical pro-organizational behavior (UPB), and explores the mediating role of psychological ownership and the moderating role of moral identity. Design/methodology/approach The hypotheses were tested by using two-wave survey data that were collected from 306 employees in Chinese enterprises. Findings This study found that HPWS were positively related to UPB, and psychological ownership partially mediated this relationship. Results also revealed that moral identity negatively moderated the relationship between psychological ownership and UPB, and the indirect effect of HPWS on UPB via psychological ownership was weaker for employees high in moral identity. Research limitations/implications The generalizability of the findings is limited, and the cross-sectional data cannot draw any clear causal inference among variables. Practical implications Managers should pay attention to the “dark side” of HPWS and incorporate ethics in the HPWS. Moreover, organizations should provide correct guidance for their pro-organizational behaviors to avoid employees doing bad things for good reasons. Originality/value This study first extends HPWS research to employee’s UPB, uncovers employees’ psychological ownership toward organizations as the pivotal mechanism underlying this relationship, and indicated moral identity can regulate employees unethical behavior.
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Khushk, Amir, Zhang Zengtian, and Yang Hui. "Holistic view of unethical pro-organizational behavior: literature review." Организационная психология 12, no. 3 (2022): 168–81. http://dx.doi.org/10.17323/2312-5942-2022-12-3-168-181.

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urpose. The current study aims to use existing literature to examine the antecedents and constraints of new constructs, namely unethical yet beneficial for the organization. Approach. We conducted an extensive literature review of 46 published papers between 2010 and 2020 using multiple sources such as Web of Science and Scopus. Findings. Literature addressed two essential characteristics of unethical behavior within an organization. Initially, market intensity, followed by misleading favorable to hierarchical behavior, known as unethical pro-organizational behavior (UPB). Findings also suggestthat to eliminate such behavioral inclinations, organizations should clearly communicate their valuesand goals. Implications for practice. The current study has a lot of management implications. As past literature implies that employees are more likely to engage in UPB, firms must ensure that systems are inplace to limit the chance that workers would engage in such conduct, considering it is potential to harman organization’s reputation.
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Xu, Lin, and Jigan Wang. "Influence of Challenge–Hindrance Stressors on Unethical Pro-Organizational Behavior: Mediating Role of Emotions." Sustainability 12, no. 18 (September 14, 2020): 7576. http://dx.doi.org/10.3390/su12187576.

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Unethical pro-organizational behavior (UPB), which threatens the sustainable development of enterprises, has become important research content in organizational management in recent years. Based on the framework of challenge–hindrance stressors, we explored the effect of stress on UPB from an emotional perspective. Multi-mediation models were constructed to reveal the relationship between stressors (challenge and hindrance stressors) and UPB, and the mediating roles of individual anxiety, attentiveness, and anger. The results of 375 questionnaires indicated that challenge stressors had no significant relationship with UPB due to the presence of the suppression effect. Challenge stressors had a positive effect on UPB through anxiety and a negative effect on UPB through attentiveness. Hindrance stressors had a positive effect on UPB through the mediation of anxiety and anger. Managers can benefit from the findings to correctly cope with employees’ emotional reactions and unethical behaviors caused by work stress, and take appropriate management measures to reduce and prevent employees’ UPB.
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Belausteguigoitia Rius, Imanol, and Dirk De Clercq. "Knowledge sharing and unethical pro-organizational behavior in a Mexican organization." Management Research: Journal of the Iberoamerican Academy of Management 16, no. 3 (August 20, 2018): 248–69. http://dx.doi.org/10.1108/mrjiam-07-2017-0768.

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Purpose This paper aims to investigate the relationship of knowledge sharing with unethical pro-organizational behavior (UPB) and the potential augmenting effects of two factors: employees’ dispositional resistance to change and perceptions of organizational politics. Design/methodology/approach Quantitative data come from employees in a Mexican manufacturing organization. The hypotheses tests use hierarchical regression analysis. Findings Knowledge sharing increases the risk that employees engage in UPB. This effect is most salient when employees tend to resist organizational change or believe the organizational climate is highly political. Practical implications Organizations should discourage UPB with their ranks, and to do so, they must realize that employees’ likelihood to engage in it may be enhanced by their access to peer knowledge. Employees with such access may feel more confident that they can protect their organization against external scrutiny through such unethical means. This process can be activated by both personal and organizational factors that make UPB appear more desirable. Originality/value This study contributes to organizational research by providing a deeper understanding of the risk that employees will engage in UPB, according to the extent of their knowledge sharing. It also explicates when knowledge sharing might have the greatest impact, both for good and for ill.
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Zhang, Bocheng, and Zhe Wang. "The Impact of Fear of External Threats on Unethical Pro-Organizational Behavior." Social Behavior and Personality: an international journal 51, no. 5 (May 2, 2023): 1–13. http://dx.doi.org/10.2224/sbp.12157.

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Within the context of the current global economic crisis, employees generally have a high level of fear that may lead them to use unethical pro-organizational behavior (UPB) to increase their sense of control. We used self-control theory to explore the mechanisms and boundary conditions of employees' fear of external threats and how this affects their levels of UPB. We conducted a twowave survey of 544 finance personnel in China. The results indicated that fear of external threats was positively correlated with UPB and that sense of control mediated this relationship. Perceived ethical climate reinforced the negative relationship between sense of control and UPB, which, in turn, weakened the positive effect of participants' sense of control, whereas fear of external threats increased the incidence of UPB. Implications are discussed.
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Book chapters on the topic "Unethical Pro-organisational Behaviour (UPB)"

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Kumar, Unnikannan P. Santhosh, Chetna Jaiswal, Narsingh Kumar, Mehfooz Ahmad, and Sandra Suresh. "Understanding Cognitive Pathways of Unethical Pro-Organizational Behaviour." In Principles and Clinical Interventions in Social Cognition, 325–43. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-1265-0.ch019.

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In this chapter, the author intends to draw your attention on to the current workplace scenario, focusing of the population growth and increasing unemployability. As a result, a phenomenon known as unethical pro-organizational behaviour (UPB) is born, which has the ability to hamper any organization's sustainability. The author tries to explain the underlying causes of the same in terms of organizational factors as well as psycho-social factors and then moves on to explain UPB in terms of various socio-cognitive theories in order to gain a holistic understanding of human cognition behind this phenomenon with the help of various empirically proven studies and experiments in the past. Based on the findings and interpretations, a representational model of the antecedents and socio-cognitive theories causing UPB has been formulated. The chapter ends with discussing the importance of incorporating various interventions, which will help organizations to mitigate the profound effect of UPB on employee well-being and organizational sustainability.
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Verma, Pratima, and Siddharth Mohapatra. "Strong Identification, Weak Ideology, Organisational Culture or All: Unethical Pro-organisational Behaviour in India." In Research in Ethical Issues in Organizations, 123–50. Emerald Publishing Limited, 2020. http://dx.doi.org/10.1108/s1529-209620200000023007.

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