Abstract
Research on offender reintegration in the aftermath of workplace wrongdoing has emphasized a wide range of positive outcomes for the offender and the organization. However, little is known about the potential dark side outcomes of offender reintegration. Thus, we examine how reintegration influences unethical behavior intended to help the supervisor or workgroup (unethical pro-supervisor and pro-workgroup behavior) or harm the supervisor or workgroup (counterproductive work behavior and revenge). Results from two studies of full-time employees show that offender reintegration leads to these dark side outcomes, and shows that perceived victimization, perceived interactional justice, and supervisor identification consistently mediated these relationships. Implications for future research and for practicing managers are discussed.
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