The double‐edged sword of employee forgiveness: How forgiveness motives steer forgiveness toward interpersonal citizenship behaviors and interpersonal deviance

Abstract

AbstractPrevious research has almost universally shown that forgiveness is a beneficial virtue that can generate a series of positive outcomes. We challenge this prevailing view by proposing that employee forgiveness is a mixed blessing. Setting off from distinguishing the motives behind forgiveness, we integrated the relational perspective and ego depletion theory to explore the beneficial and detrimental consequences of employee forgiveness. Specifically, our study investigated when and how employee forgiveness leads to interpersonal citizenship behaviors (ICBs) and interpersonal deviance. Using a sample of 349 supervisor–employee dyads, we found that employee forgiveness driven by strong relationship‐oriented motives could foster high‐quality relationships with coworkers and facilitate ICBs. In contrast, employee forgiveness driven by strong self‐oriented motives could cause more resource depletion and increase interpersonal deviance. Furthermore, we discuss the theoretical and practical implications of our study as well as future research directions.