Unethical employee behavior (UEB), an important organizational phenomenon, is dynamic and multi-faceted. Recent renewed interest in the role of emotion in ethical decision-making (EDM) suggests that unethical behaviors are neither always rationally derived nor deliberately undertaken. This study explores how to integrate the conscious and nonconscious dimensions of unethical decision-making. By broadening the scope of inquiry, we explore how integral affect—the emotion tied to anticipated decision outcomes for the employee engaging in misconduct—can shed light on UEB. We review related literature (...) on affect and EDM and propose a model in which we assert that at a decision point, an employee experiences multiple integral affects that are either persuasive or dissuasive toward UEB. We further posit that among these integral affects, a dominant integral affect (DIA) emerges, determining the nature and direction of unethical behavior. In addition, our model considers the role of affective residue and the influence of other factors, such as incidental affect, disposition, context, and retrospection, to derive propositions. Our DIA model can help managers gain a comprehensive understanding of how affect, characterized by its locus (self or other orientation) and valence (enhancing or harming), determines the characteristics of UEB. (shrink)

Although various factors have been studied for their influence on consumers’ ethical judgments, the role of incidental emotions has received relatively less attention. Recent research in consumer behavior has focused on studying the effect of specific incidental emotions on various aspects of consumer decision making. This paper investigates the effect of two negative, incidental emotional states of anger and fear on ethical judgment in a consumer context using a passive unethical behavior scenario. The paper presents two experimental studies. Study 1 (...) focuses on the interaction of moral intensity and incidental emotion state in predicting the ethical judgment while study 2 investigates the underlying causal mechanism behind the process, using a mediation analysis. The results reveal a significant interaction between moral intensity and incidental emotion. Specifically, individuals in the state of incidental fear exhibit higher levels of ethical judgment as the moral intensity increases as compared to individuals in the state of incidental anger. Further, perceived control is found to mediate the relationship between emotional state and ethical judgment under higher moral intensity condition. (shrink)

While much is known about the prevalence and impact of incivility in the workplace, relatively less is known about those who instigate workplace incivility. This research aims to investigate incivility instigation through a moral lens by examining the roles of other-condemning moral emotions (contempt, disgust, and anger) and appraisals of coworkers’ morality as predictors of this behavior at work. In Study 1, we used structural equation modeling to analyze two waves of self-report data collected from a sample of 447 full-time (...) United States (U.S.) working adults. Findings from this study indicate that appraising coworkers as low in morality elicited feelings of contempt, disgust, and anger. However, only contempt predicted incivility instigation and mediated the relationship between appraising coworkers as low in morality and instigating incivility. In Study 2, we collected self-report data from a sample of 309 full-time U.S. workers using a critical incident technique. Structural equation modeling was used to analyze the data. Results from Study 2 replicated the association between low morality appraisals and contempt, anger, and disgust found in Study 1. However, anger predicted incivility instigation and mediated the relationship between appraising coworkers as low in morality and instigating incivility. Additionally, contempt and perceived civility norms had an interactive effect on instigated incivility. These studies provide insight into the roles of contempt, disgust, and anger in predicting incivility instigation, suggesting that employees may engage in incivility to condemn others who engage in moral transgressions. Theoretical and practical implications are discussed. (shrink)

Business Ethics: A European Review, EarlyView.