Admired and disgusted? Third parties’ paradoxical emotional reactions and behavioral consequences towards others’ unethical pro‐organizational behavior
Unethical pro‐organizational behavior (UPB) is often visible to co‐workers; however, reactions to UPB are rarely considered in empirical research in spite of their importance to the social dynamics in the workplace. Drawing upon appraisal theory of emotion and the behavioral ethics literature, we pr...
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| Published in | Personnel psychology Vol. 75; no. 1; pp. 33 - 67 |
|---|---|
| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Durham
Blackwell Publishing Ltd
01.03.2022
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| Subjects | |
| Online Access | Get full text |
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| Abstract | Unethical pro‐organizational behavior (UPB) is often visible to co‐workers; however, reactions to UPB are rarely considered in empirical research in spite of their importance to the social dynamics in the workplace. Drawing upon appraisal theory of emotion and the behavioral ethics literature, we predict that observing UPB would lead third parties to experience admiration due to the pro‐organizational nature of UPB; these third parties would in turn be motivated to display more helping behavior towards the UPB actor. Conversely, we predict that observing UPB would lead third parties to experience disgust due to the unethical nature of UPB; these third parties would dis‐identify themselves from the UPB actor by instigating incivility. Meanwhile, they would disengage themselves from the UPB actor by avoiding them in subsequent interactions. In addition, the observing employees might also engage in action‐oriented behavior such as whistle‐blowing behavior to sanction the UPB actor. Across an experience‐sampling study with three daily assessments as well as an experimental study, we find support for these predictions. Furthermore, we find that third parties’ moral attentiveness moderates the link between observed UPB and disgust, such that observed UPB leads to heightened feelings of disgust only when third parties have high levels of moral attentiveness. We conclude by discussing the theoretical and practical implications of our work. |
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| AbstractList | Unethical pro‐organizational behavior (UPB) is often visible to co‐workers; however, reactions to UPB are rarely considered in empirical research in spite of their importance to the social dynamics in the workplace. Drawing upon appraisal theory of emotion and the behavioral ethics literature, we predict that observing UPB would lead third parties to experience admiration due to the
pro‐organizational
nature of UPB; these third parties would in turn be motivated to display more helping behavior towards the UPB actor. Conversely, we predict that observing UPB would lead third parties to experience disgust due to the
unethical
nature of UPB; these third parties would dis‐identify themselves from the UPB actor by instigating incivility. Meanwhile, they would disengage themselves from the UPB actor by avoiding them in subsequent interactions. In addition, the observing employees might also engage in action‐oriented behavior such as whistle‐blowing behavior to sanction the UPB actor. Across an experience‐sampling study with three daily assessments as well as an experimental study, we find support for these predictions. Furthermore, we find that third parties’ moral attentiveness moderates the link between observed UPB and disgust, such that observed UPB leads to heightened feelings of disgust only when third parties have high levels of moral attentiveness. We conclude by discussing the theoretical and practical implications of our work. Unethical pro‐organizational behavior (UPB) is often visible to co‐workers; however, reactions to UPB are rarely considered in empirical research in spite of their importance to the social dynamics in the workplace. Drawing upon appraisal theory of emotion and the behavioral ethics literature, we predict that observing UPB would lead third parties to experience admiration due to the pro‐organizational nature of UPB; these third parties would in turn be motivated to display more helping behavior towards the UPB actor. Conversely, we predict that observing UPB would lead third parties to experience disgust due to the unethical nature of UPB; these third parties would dis‐identify themselves from the UPB actor by instigating incivility. Meanwhile, they would disengage themselves from the UPB actor by avoiding them in subsequent interactions. In addition, the observing employees might also engage in action‐oriented behavior such as whistle‐blowing behavior to sanction the UPB actor. Across an experience‐sampling study with three daily assessments as well as an experimental study, we find support for these predictions. Furthermore, we find that third parties’ moral attentiveness moderates the link between observed UPB and disgust, such that observed UPB leads to heightened feelings of disgust only when third parties have high levels of moral attentiveness. We conclude by discussing the theoretical and practical implications of our work. |
| Author | Ilies, Remus Tang, Pok Man Yam, Kai Chi Koopman, Joel |
| Author_xml | – sequence: 1 givenname: Pok Man orcidid: 0000-0001-6782-9575 surname: Tang fullname: Tang, Pok Man email: pokmantang620@gmail.com organization: Texas A&M University, United States – sequence: 2 givenname: Kai Chi orcidid: 0000-0001-7381-8039 surname: Yam fullname: Yam, Kai Chi organization: National University of Singapore, Singapore – sequence: 3 givenname: Joel orcidid: 0000-0003-3431-3446 surname: Koopman fullname: Koopman, Joel organization: Texas A&M University, United States – sequence: 4 givenname: Remus surname: Ilies fullname: Ilies, Remus organization: National University of Singapore, Singapore |
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| Publisher | Blackwell Publishing Ltd |
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| Snippet | Unethical pro‐organizational behavior (UPB) is often visible to co‐workers; however, reactions to UPB are rarely considered in empirical research in spite of... |
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| SubjectTerms | admiration disgust Emotional Response Helping Relationship moral attentiveness Organizational behavior unethical pro‐organizational behavior |
| Title | Admired and disgusted? Third parties’ paradoxical emotional reactions and behavioral consequences towards others’ unethical pro‐organizational behavior |
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