Unveiling the impact of Islamic spirituality in Egyptian hotels: A key moderator between organizational commitment and unethical pro-organizational behavior

Unethical pro-organizational behavior has attracted widespread attention from practitioners and scholars. Although most previous studies have explored its antecedents, less is known about its consequences. The study focuses on analyzing and testing the mechanism and boundary conditions of the influence of employees’ unethical pro-organizational behavior on unethical pro-family behavior. To examine our conceptual model, we conducted an experiment study (Study 1) and a two-wave filed study (Study 2) in China. Hierarchical multiple regression and Bootstrap analyses were used to test our hypotheses. The results indicate that employees’ unethical pro-organizational behavior is positively related to unethical pro-family behavior, and that employees’ work-to-family conflict mediates the relationship between unethical pro-organizational behavior and unethical pro-family behavior. In addition, the relationship between unethical pro-organizational behavior and work-to-family conflict, as well as the indirect influence of unethical pro-organizational behavior on unethical pro-family behavior through work-to-family conflict, are moderated by employees’ work-home segmentation preference. These findings suggest the significance of adopting a conservation of resources perspective in comprehending the detrimental effects of unethical pro-organizational behavior. Furthermore, they offer practical insights for managers to formulate specific ethical rules and punishment systems, effectively curbing employees’ unethical behavior.

IntroductionMoral disengagement is an essential concept in organizational behavioral ethics, as it is strongly related to employee behaviors and attitudes. What is not clear, however, is which leader traits are directly associated with employees’ moral disengagement and which are indirectly associated with unethical behavior. This study draws on a social cognitive perspective that links leaders’ other-oriented perfectionism (LOOP) with unethical employee behavior. Specifically, we propose that LOOP provides employees with excuses and encouragement to engage in unethical pro-organizational behavior (UPB).MethodsWe analyzed data collected from 266 full-time employees at two-time points, and used mediated and moderated structural equation models to test the hypotheses, and the findings largely support our claims.ResultsThe results suggest that LOOP effectively promotes employees’ involvement in UPB. Moderated mediation tests suggest that the positive indirect impact of LOOP on employees’ unethical behavior via moral disengagement was attenuated by higher employees’ moral identity.DiscussionIn summary, the results indicate that when leaders emphasize only perfection and make unrealistic demands on their employees, the latter perceive that engaging in unethical behavior is demanded by the leader, that the responsibility is not theirs, and thus they are more willing to engage in unethical behavior. This study discusses the implications of these findings from both practical and theoretical perspectives.

Unethical behavior within organizations is a very prevalent and costly problem. This study investigates employees’ unethical pro-organizational behavior (UPB), which is unethical behavior with the intention to help the organization. Leveraging social exchange theory and social exchange theory, this research evaluates the direct relationship between organizational commitment and unethical pro-organizational behavior (UPB) and the indirect relationship through employee work engagement. The theoretical model was tested using Structural Equation Modeling based on a sample of 499 U.S. service sector employees. Results indicate that while affective commitment can motivate employees to engage in UPB, if the commitment is channeled into work engagement, it can reduce employees’ motivation to engage in UPB. As such, the findings extend on the UPB literature, while providing practitioners with a clearer understanding of the importance of monitoring organizational commitment alongside work engagement.

Nowadays, unethical behavior has increasingly attracted attention as one of the main challenges faced in the hospitality industry. However, it is still unclear why and when hospitality employees exhibit unethical pro-organizational behavior. Based on this gap, this study aims to hypothesize and test a research model revealing that organizational identification affects unethical pro-organizational behaviour through organizational collective narcissism and that moral disengagement moderates the effect of organizational collective narcissism on unethical pro-organizational behaviour. The data were gathered from five-star hotel employees and their managers. The results have uncovered that the direct impact of organizational identification on unethical pro-organizational behaviour is insignificant; however, the indirect impact of organizational identification on unethical pro-organizational behaviour via organizational collective narcissism is significant. In addition, the results have found that moral disengagement moderates the effect of organizational collective narcissism on unethical pro-organizational behaviour. This study makes several unique contributions to the literature. First, this study introduces organizational collective narcissism as a special form of collective narcissism to organizational studies to shed light on the relationship mechanism in question. Second, this study sheds light on the relationship between organizational collective narcissism and unethical pro-organizational behavior by revealing that moral disengagement is a critical boundary condition.

Purpose - Based on the social exchange theory, social identity theory and self-determination theory, this paper explores the relationship between work passion and unethical pro-organizational behavior (UPB) and analyzes the dual mediating effect of organizational identification and organizational commitment. Design/Methodology/Approach - Based on theoretical research, five key research hypotheses are proposed, and a research model is established. The data source is a questionnaire survey involving 613 employees from Chinese retail enterprises. In addition, SPSS & AMOS programs were used to test the hypotheses of the research model. Findings - First, work passion can activate employees’mediating role in the relationship between work passion and unethical pro-organizational behavior. Third, organizational commitment plays a mediating role in the relationship between work passion and unethical pro-organizational behavior. Fourth, organizational identification and organizational commitment have a dual mediating effect in the influence of work passion on unethical pro-organizational behavior. Research Implications - This paper has implications for appropriate measures that managers can take to effectively manage employees’ unethical pro-organizational behavior and actively guide work passion.

Unethical behavior within organizations is a very prevalent and costly problem. This study investigates employees’ unethical pro-organizational behavior (UPB), which is unethical behavior with the intention to help the organization. Leveraging social identity theory and social exchange theory, this research evaluates the direct relationship between organizational commitment and UPB and the indirect relationship through employee work engagement. The theoretical model was tested using structural equation modeling based on a sample of 499 U.S. service sector employees. Results indicate that organizational commitment can motivate employees to engage in UPB. However, channeling the commitment into work engagement can reduce employees’ motivation to engage in UPB. As such, the findings extend the UPB literature while providing practitioners with a clearer understanding of the importance of monitoring organizational commitment alongside work engagement.

Research on unethical employee pro-organizational behavior has gained increasing attention and explored obvious antecedents like leadership and leader’s unethical behavior. However, no known study has examined leader entity morality beliefs, although it is apparent that leader entity morality beliefs would shape the organizational environment in which the employees are in. Combining the implicit person theory and stressor-coping-outcome model, our research aims at investigating the indirect effect of leader entity morality beliefs on employee unethical pro-organizational behavior through employee job stress and moral disengagement. Results found that employees who had stronger organizational identification were more likely to be influenced by leader entity morality beliefs, resulting in high unethical pro-organizational behavior through their job stress and moral disengagement. Our findings have pertinent practical implications in managing employee job stress and unethical pro-organizational behavior.

AimExplore the mechanisms by which servant leadership influences unethical pro-organizational behavior among medical staff, particularly the mediating role of work meaning and the moderating role of power distance.MethodsA questionnaire survey was conducted among medical staff in more than ten public hospitals in Guangdong Province and Guangxi Zhuang Autonomous Region, China. The data were analyzed using SPSS 23.0 and LISREL8.71 statistical software for reliability and validity tests, descriptive statistical analysis, and the hypothesis was tested.ResultsServant leadership had a significant positive effect on medical staff’s unethical pro-organizational behavior, and work meaning significance mediated the relationship between servant leadership and medical staff’s unethical pro-organizational behavior. In addition, power distance moderated the psychological processes through which servant leadership influences the medical staff’s unethical pro-organizational behavior.ConclusionServant leadership and work meaning are predictive of unethical pro-organizational behavior among medical staff. Servant leadership not only has a direct effect on medical staff’s unethical pro-organizational behavior, but also has an indirect effect on medical staff’s unethical pro-organizational behavior through the work meaning. Power distance moderated the psychological processes through which servant leadership influenced the medical staff’s unethical pro-organizational behavior. Specifically, high power distance enhanced the influence of servant leadership on the medical staff’s unethical pro-organizational behavior relative to low power distance. The results of this study reveal the formation mechanism of medical staff’s unethical pro-organizational behavior, and governmental authorities and hospital management should be alert to the negative effects of servant leadership, and develop correct ethical values and work behavioral norms, While considering the positive role of servant leadership, it is also important to foster proper ethical values and workplace behavioral guidelines for medical staff. In addition, it is important to promote communication and interaction between leaders and subordinates, build high-quality superior-subordinate relationships, and reduce the power distance to prevent the induction of unethical behavior.

The pathway to unethical pro-organizational behavior: Organizational identification as a joint function of work passion and trait mindfulness

In recent years, employees' unethical pro-organizational behavior (UPB) has become a social hot issue. This behavior benefits their organization or colleagues while violating core social ethics. Numerous studies have predominately focused on identifying the antecedents and formation mechanisms of UPB. However, only a few studies have focused on the effects and outcomes of UPB. Moreover, guilt triggered by unethical behaviors can motivate individuals to adopt pro-social behaviors, but studies on the effects of UPB on pro-social behavior of actors are rather limited. Therefore, this study explores the underlying relationship between employees' UPB and their own pro-environmental behavior based on the conservation of resources theory. Through collecting data (N = 319) from a Chinese online survey company in different time intervals, the theoretical model was tested by the application of Amos 27.0 and SPSS 25.0 for analysis of the data. The CFA, descriptive analysis, hierarchical regression were illustrated in the article. This study demonstrated that, through emotions of guilt, employees' UPB is negatively correlated with their own environmental protection act. While this relationship is being examined, moral identity plays this mediating role, which can moderate the indirect relationship between employees' UPB and their environmental behavior through guilt. The purpose of the research was to identify the influence mechanisms that contribute to employees' pro-organizational but unethical behavior. With guilt serving as the mediating variable and moral identity serving as the moderating variable, a research model built on the principle of the conservation of resources theory was constructed. This research examines the impact mechanism and boundary conditions of UPB on individual pro-environmental behaviors from the perspective of employees. This paper discusses the theoretical and practical implications of the report's results.

While generating many of the same costs associated with unethical behavior at work, unethical pro-organizational behavior poses a unique challenge. It suggests a “dark side” to constructs thought to be productive, like organizational identification. Research suggests that individuals identifying highly with their organization are more likely to engage in unethical pro-organizational behavior. This study calls into question previous findings that organizational identification predicts unethical pro-organizational behavior. It validates previous findings of a negative association between moral identity and moral disengagement and a positive association between moral disengagement and unethical pro-organizational behavior. It also provides the first empirical evidence of a negative association between work engagement and moral disengagement. While pointing to variables that practitioners can manipulate to mitigate the risk of unethical pro-organizational behavior, the present study highlights the complexity of predicting and responding to the dark side of organizational identification.

While transformational leadership has been shown to bring many benefits to organizations, a growing number of researchers are voicing concerns about its dark side. In this study, we used the social exchange theory to investigate the potential mechanisms of transformational leadership in employees’ unethical pro-organizational behavior. Based on data from a three-wave survey of 441 Chinese employees, we found that: (1) transformational leadership had a positive relationship with unethical pro-organizational behavior of employees, (2) psychological empowerment played a mediating role in the relationship between transformational leadership and unethical pro-organizational behavior of employees, and (3) power distance negatively moderated the effect of transformational leadership on psychological empowerment, which means that when the power distance was higher, the positive relationship of transformational leadership and psychological empowerment would be weakened, which will increase the subsequent unethical pro-organizational behavior of employees. This study developed a moderated mediation model of the impact of transformational leadership on employees’ unethical pro-organizational behavior. This article also made recommendations related to the need to value equal relationship and avoid the climate of high-power distance.

<i>Background:</i> In recent years, an increasing number of corporate unethical incidents have come to light, which has led people from various industries to seriously consider and examine the ethical responsibilities that companies should take. Based on emotional cognitive appraisal theory and self-control resource theory, this study explores the linkage between professional identity, sales staff unethical pro-organizational behavior, and sales staff performance pressure. <i>Objective: </i>The purpose of this study is to investigate the mechanisms underlying the influence of sales staff performance pressure mediated by professional identity on sales staff unethical pro-organizational behavior, to assist companies in effectively identifying employee unethical pro-organizational behavior, and suggest targeted strategies to inhibit unethical pro-organizational behavior so as to ensure the long-term and sustainable development of companies. <i>Methods:</i> A questionnaire survey on performance pressure, professional identity, and unethical pro-organizational behavior was conducted with sales staff and internship college students. A total of 266 questionnaires were collected, with 219 valid questionnaires. The relationship between the three variables was explored through analysis of variance, correlation analysis, regression analysis, and mediation effect analysis.<i> Conclusion:</i> performance pressure positively influences sales staff's unethical pro-organizational behavior and has a significant predictive effect on it; performance pressure can indirectly influence sales staff's unethical pro-organizational behavior by affecting professional identity, and professional identity plays a fully mediating role between these variables.

Employee behavior that is unethical but that may potentially benefit the organization is termed unethical pro-organizational behavior. Based on social identity theory, we examined the influence of a self-sacrificial leadership style on employees' unethical pro-organizational behavior, as well as the mediating effect of identification with leader and the moderating role of collectivism. Participants were 336 Chinese employees in different industries including telecommunications, manufacturing, and catering. Results show that self-sacrificial leadership was positively related to the employees' unethical proorganizational behavior, and the positive influence was mediated by identification with leader. Additionally, collectivism moderated the relationship between self-sacrificial leadership and the employees' unethical pro-organizational behavior, such that the positive relationship between self-sacrificial leadership and unethical proorganizational behavior was stronger when collectivism was higher. Theoretical and practical implications are discussed.

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.