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Helping the organization but hurting yourself: How employees’ unethical pro-organizational behavior predicts work-to-life conflict

Xin Lucy Liu, Jackson G. Lu, Hongyu Zhang and Yahua Cai

Organizational Behavior and Human Decision Processes, 2021, vol. 167, issue C, 88-100

Abstract: Integrating paradox theory with work-life boundary theory, we examine how employees’ unethical pro-organizational behavior (UPB) increases work-to-life conflict. Based on the morally paradoxical nature of UPB (unethical yet pro-organizational), we propose that UPB triggers emotional ambivalence by simultaneously inducing guilt (negative moral emotion) and pride (positive moral emotion). This emotional ambivalence produces a state of anxiety, which in turn increases employees’ work-to-life conflict. Our theoretical perspective (UPB → emotional ambivalence [guilt & pride] → state anxiety → work-to-life conflict) was supported by an experience sampling study of hairstylists (Study 1), a vignette experiment of accountants (Study 2), and an experience sampling study of employee-partner pairs (Study 3). In sum, our research demonstrates that unethical behavior intended to benefit the organization may paradoxically hurt employees themselves.

Keywords: Unethical pro-organizational behavior; Ethics; Emotion; Emotional ambivalence; Anxiety; Work-life conflict; Boundary theory; Paradox theory (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:167:y:2021:i:c:p:88-100

DOI: 10.1016/j.obhdp.2021.05.002

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