Balancing commitment: Work engagement’s role in reducing unethical behavior

Abstract

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.