Örgüt Yanlısı Etik Olmayan Davranışlar; Öncülleri, Sonuçları ve Mücadele Yöntemleri

Öz

Etik konusu her geçen gün birçok araştırmacının dikkati çeken önemli bir konudur. Güncel anlamda örgütler ülke ekonomisinin temel yapı taşı olarak dış paydaşlarının çıkarlarını da gözeten sosyal sorumlulukları olan yapıdır. Özellikle yaptıkları her iş ve faaliyetlerinde etik standartları yerine getirmesi beklenen örgütlerin yaşadığı skandallar doğrultusunda etik konusu daha fazla gündeme gelmiştir. Son zamanlarda ise çalışanların toplumsal normlara aykırı ve örgütün yararına olan örgüt yanlısı etik olmayan davranışlar konusu daha fazla dikkat çekmiştir. Çalışanların ya da yöneticilerin bu davranışı sergilemesi her ne kadar örgüt için kısa vadede bir fayda sağlasa da uzun vadede ciddi boyutlara ulaşması muhtemel bir durumdur. Bu nedenle, örgütlerin bu tür davranışların ortaya çıkmasını engellemeleri veya tamamen ortadan kaldırmaya yönelik mücadele vermeleri gerekmektedir. Bu çalışma, örgüt yanlısı etik olmayan davranışların bundan önceki araştırmalar doğrultusunda daha geniş çerçeveden ele alınarak mevcut bilgi birikiminin derinlemesine anlaşılmasını sağlamak ve gelecek araştırmalara rehberlik sunmak üzere hazırlanmıştır.

Anahtar Kelimeler

• Etik
• Örgüt Yanlısı Etik Olmayan Davranış
• Mücadele Yöntemleri.

Pro-Organizational Unethical Behaviors: Antecedents, Consequences and Struggle Methods

Öz

Ethics is an important issue that attracts the attention of many researchers every day. In the current sense, organizations, as the basic building block of the national economy, are structures with social responsibilities that also consider the interests of their external stakeholders. Especially in line with the scandals experienced by organizations that are expected to fulfil ethical standards in all their work and activities, the issue of ethics has come to the agenda more. Recently, the issue of unethical behaviours of employees against social norms and for the benefit of the organization has attracted more attention. Although this behaviour of employees or managers may be beneficial for the organization in the short term, it is likely to reach serious dimensions in the long term. Therefore, organizations need to prevent the emergence of such behaviours or struggle to eliminate them completely. This study has been prepared to provide an in-depth understanding of the existing body of knowledge on pro-organizational unethical behaviours in line with previous research and to provide guidance for future research.

Anahtar Kelimeler

• Ethics
• Pro-Organizational Unethical Behaviors
• Struggle Methods.

Kaynakça

1. Ahmad, R., Nejati, M., Farr-Wharton, B., & Bentley, T. (2024). Impact of leadership on unethical pro-organizational behavior: A systematic literature review and future research directions. Journal of Leadership & Organizational Studies, 31(3), 338-367.
2. Aksoy Kürü, S. (2022a). Örgüt yanlısı etik olmayan davranışlar. Üzüm, B., (Ed.), Güncel kavramlarla örgütsel davranış (ss. 119-147). Eğitim Yayınevi.
3. Aksoy Kürü, S., (2022b). Örgüt yararına etik olmayan davranışlar: Bir ölçek uyarlama çalışması. Üçüncü Sektör Sosyal Ekonomi Dergisi, 57(1), 409-426.
4. Aksoy Kürü, S. (2024). Örgüt yararına etik olmayan davranışların belirleyicileri. Manas Sosyal Araştırmalar Dergisi, 13(1), 162-174. doi:10.33206/mjss.1346763
5. Alper Ay, F. ve Karakaya, A. (2024). Dini başa çıkma stratejilerinin etik dışı organizasyon yanlısı davranışlar, makyavelizm ve ifşa üzerindeki etkisi. Journal of Humanities and Tourism Research, 14(2), 238-261.
6. Azhar, S., Zhang, Z., & Simha, A. (2024). Leader unethical pro-organizational behavior: An implicit encouragement of unethical behavior and development of team unethical climate. Current Psychology, 43, 23597-23610. https://doi.org/10.1007/s12144-024-06132-z
7. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134. doi:10.1016/j.obhdp.2005.03.002 
8. Bryant, W., & Merritt, S. M. (2021). Unethical pro-organizational behavior and positive leader-employee relationships. Journal of Business Ethics, 168(4), 777-793. https://doi.org/10.1007/s10551-019-04211-x

9. Cai, Y., Wang, H., Schuh, S. C., Li, J., & Zheng, W. (2024). Toward understanding employees' responses to leaders' unethical pro-organizational behavior: An outcome favorability perspective. Journal of Business Ethics, 192(1), 79-95.
10. Castille, C. M., Buckner, J. E., & Thoroughgood, C. N. (2018). Prosocial citizens without a moral compass? Examining the relationship between machiavellianism and unethical pro-organizational behavior. Journal of Business Ethics, 149(4), 919-930. doi:10.1007/s10551-016-3079-9 
11. Cemaloğlu, N., & Akyürek, M. İ. (2017). Örgütlerde whistleblowing (bilgi uçurma). Turkish Journal of Educational Studies, 4(3), 123-142.
12. Chen, H., Kwan, H. K., & Xin, J. (2022). Is behaving unethi cally for organizations a mixed blessing? A dual-pathway model for the work-to-family spillover effects of unethical pro-organizational behavior. Asia Pacific Journal of Management, 39(4), 1535-1560. https://doi.org/10.1007/ s10490-021-09776-8
13. Chen, M., & Chen, C. C. (2021). The moral dark side of performance pressure: How and when it affects unethical pro-organizational behavior. Int. J. Hum. Resour. Manag, 34, 1-31. doi: 10.1080/09585192.2021.1991434
14. Chen, M., Chen, C. C., & Schminke, M. (2023). Feeling guilty and entitled: Paradoxical consequences of unethical pro-organiza tional behavior. Journal of Business Ethics, 183(3), 865-883. https://doi.org/10.1007/s10551-022-05109-x
15. Chen, M., Chen, C. C., & Sheldon, O. J. (2016). Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior. Journal of Applied Psychology, 101(8), 1082-1096. doi:10.1037/apl0000111 
16. Cheong, M., Yammarino, F. J., Dionne, S. D., Spain, S. M., & Tsai, C. Y. (2019). A review of the effectiveness of empowering leadership. Leadership Quarterly, 30(1), 34-58. doi:10.1016/j.leaqua.2018.08.005 
17. Coşkun, A. ve Ülgen, B. (2017). Örgüt yararına ahlaki olmayan davranış. İş Ahlakı Dergisi, 10, 177-201. http://dx.doi.org/10.12711/tjbe.2017.10.2.0008
18. Danish, R. Q., Hafeez, S., Ali, H. F., Mehta, A. M., Ahmad, M. B., & Ali, M. (2020). Impact of ethical leadership on organizational commitment and organizational citizenship behavior with mediating role of intrinsic motivation. International Review of Management and Marketing, 10(4), 25-30.
19. Effelsberg, D., Solga, M., & Gurt, J. (2014). Transformational leadership and follower’s unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120(1), 81-93. doi:10.1007/s10551-013-1644-z 
20. Farasat, M., & Azam, A. (2022). Supervisor bottom-line mentality and subordinates' unethical pro-organizational behavior. Pers. Rev. 51, 353-376. doi: 10.1108/ PR-03-2020-0129
21. Fehr, R., Welsh, D., Yam, K. C., Baer, M., Wei, W., & Vaulont, M. (2019). The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior. Organizational Behavior and Human Decision Processes, 153, 27-40. doi:10.1016/j.obhdp.2019.05.007 
22. George, J. M., & Jones, G. R. (2012). Understanding and managing organizational behavior. Pearson Publisher.
23. Ghosh, S. K. (2017). The direct and interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior. Personnel Review, 46(6), 1182-1198. doi:10.1108/pr-05-2015-0126 
24. Gigol, T. (2020). Influence of authentic leadership on unethical pro-organizational behavior: The intermediate role of work engagement. Sustainability, 12(3), 1-14. https://doi.org/10. 3390/su12031182
25. Gong, T. (2024). Unraveling the impact of unethical pro-organizational behavior: The roles of manager-employee exchange, customer-employee exchange, and reciprocity beliefs. Current Psychology, 43, 19066-19080. https://doi.org/10.1007/s12144-024-05737-8
26. Graham, K. A., Ziegert, J. C., & Capitano, J. (2015). The effect of leadership style, framing, and promotion regulatory focus on unethical pro-organizational behavior. Journal of Business Ethics, 126(3), 423-436. doi:10.1007/s10551-013-1952-3
27. Guardian. (2019). Volkswagen’s $75m fine over diesel emissions scandal rejected by judge. https://www.theguardian.com/business/2019/oct/16/volkswagens-75m-fine-over-diesel-emissions-scandal-rejected-as-outrageous-by-judge#maincontent (Erişim Tarihi: 18.11.2024).
28. Gürsoy, A. (2020). Otel çalışanlarının örgüt yararına ahlaki olmayan davranışları: İş tatmini, lider-üye etkileşimi ve örgütsel adaletin rolü. Türk Turizm Araştırmaları Dergisi, 4(3), 2655-2668.
29. Gürsoy, A., Köksal, K., & Topçu, M. K. (2021). Örgüt yararına ahlaki olmayan davranışın belirleyicileri: Duygusal bulaşıcılığın düzenleyicilik rolü. Ömer Halisdemir Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 14(1), 163-180.
30. Hewitt, P. L., & Flett, G. L. (1991). Perfectionism in the self and social contexts: Conceptualization, assessment, and association with psychopathology. Journal of Personality and Social Psychology, 60(3), 456-470. doi:10.1037/0022-3514.60.3.456 
31. Hoyt, C. L., Price, T. L., & Poatsy, L. (2013). The social role theory of unethical leadership. The Leadership Quarterly, 24(5), 712-723. doi:10.1016/j.leaqua.2013.07.001 
32. Hsieh, H.-H., Hsu, H.-H., Kao, K.-Y., & Wang, C.-C. (2020). Ethical leadership and employee unethical pro-organizational behavior: A moderated mediation model of moral disengagement and coworker ethical behavior. Leadership & Organization Development Journal, 41(6), 799-812. doi:10.1108/lodj-10-2019-0464
33. Ivancevıch, J. M., Konopaske, R., & Matteson, M. T. (1990). Organizational behavior and management. McGraw-Hill Education Publisher.
34. Jiang, F., Zhang, W., Zhang, H., & Zhang, Z. (2024). Why does a leader’s other-oriented perfectionism lead employees to do bad things? Examining the role of moral disengagement and moral identity. Frontiers in Psychology, 15, 1-11, 1290233.
35. Jiang, W., Liang, B., & Wang, L. (2023). The double-edged sword effect of unethical pro-organizational behavior: The relationship between unethical pro-organizational behavior, organizational citizenship behavior, and work effort. Journal of Business Ethics, 183(4), 1159-1172. https://doi. org/10.1007/s10551-021-05034-5
36. Jiang, W., & Xie, Y. (2024). How Unethical pro-organizational behavior links to actors’ and observers’ behaviors: A meta-analysis. SAGE Open, 14(3), 1-13. Doi: 10.1177/21582440241271278
37. Johnson, H. H., & Umphress, E. E. (2019). To help my supervisor: Identification, moral identity, and unethical pro-supervisor behavior. Journal of business ethics, 159(2), 519-534.
38. Kilduff, G. J., Galinsky, A. D., Gallo, E., & Reade, J. J. (2016). Whatever It takes to win: Rivalry ıncreases unethical behavior. Academy of Management Journal, 59(5), 1508-1534. doi:10.5465/amj.2014.0545
39. Kim, J., Kang, H., & Lee, K. (2023). Transformational- transactional leadership and unethical pro-organizational behavior in the public sector: Does public service motivation make a difference? Public Management Review, 25(2), 429-458. https://doi.org/10.1080/14719037. 2021.1974714
40. Kong, D. T. (2016). The pathway to unethical pro-organizational behavior: Organizational identification as a joint function of work passion and trait mindfulness. Personality and Individual Differences, 93, 86-91. doi:10.1016/j.paid.2015.08.035 
41. Lee, A., Schwarz, G., Newman, A., & Legood, A. (2017). Investigating when and why psychological entitlement predicts unethical pro-organizational behavior. Journal of Business Ethics, 154(1), 109-126. doi:10.1007/s10551-017-3456-z 
42. Lee, J., Oh, S. H., & Park, S. (2022). Effects of organizational embeddedness on unethical pro-organizational behavior: Roles of perceived status and ethical leadership. Journal of Business Ethics, 176(1), 111-125. https://doi.org/10.1007/ s10551-020-04661-8
43. Lian, H., Huai, M., Farh, J.-L., Huang, J.-C., Lee, C., & Chao, M. M. (2020). Leader unethical pro-organizational behavior and employee unethical conduct: Social learning of moral disengagement as a behavioral principle. Journal of Management, 20(10), 1-30, 014920632095969. doi:10.1177/0149206320959699
44. Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103-123. doi:10.1002/job.4030130202 
45. Martin, S. R., Kish-Gephart, J. J., & Detert, J. R. (2014). Blind forces. Organizational Psychology Review, 4(4), 295-325. doi:10.1177/2041386613518576 
46. Matherne, C. F, I. I. I., & Litchfield, S. R. (2012). Investigating the relationship between affective commitment and unethical pro organizational behaviors: The role of moral identity. Journal of Leadership, Accountability & Ethics, 9(5), 35-46.
47. Miao, Q., Newman, A., Yu, J., & Xu, L. (2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects? Journal of Business Ethics, 116(3), 641-653. doi:10.1007/s10551-012-1504-2 
48. Mishra, M., Ghosh, K., & Sharma, D. (2021). Unethical pro-organizational behavior: A systematic review and future research agenda. Journal of Business Ethics, 1-25. doi:10.1007/s10551-021-04764-w
49. Moore, C., Detert, J. R., Klebe Treviño, L., Baker, V. L., & Mayer, D. M. (2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65(1), 1-48.
50. Mumcu, A. (2022). The effect of moral disengagement on unethical pro-organizational behavior: Mediating role of demographic factors. Journal of Economics and Administrative Sciences, 23(2), 481-491.
51. Nguyen, C. M., Zhang, L., & Morand, D. (2021). Unethical pro-organizational behavior: A moderated mediational model of its transmission from managers to employees. Journal of Leadership & Organizational Studies, 28(3), 379-393. https://doi.org/10.1177/15480518211005464
52. Potipiroon, W., & Ford, M. T. (2017). Does public service motivation always lead to organizational commitment? Examining the moderating roles of intrinsic motivation and ethical leadership. Public Personnel Management, 46(3), 211-238. doi:10.1177/0091026017717241 
53. Schwarz, G., Richter, U. H., Shirodkar, V., & Esho, E. (2024). Unethical pro–organizational behavior and employee performance in côte d’ıvoire: The effects of leader–member exchange and affective organizational commitment. International Journal of Public Administration, 1-15.
54. Shaw, K. H., Tang, N., & Liao, H. Y. (2020). Authoritarian-benevo lent leadership, moral disengagement, and follower unethical pro-organizational behavior: An investigation of the effects of ambidextrous leadership. Frontiers in Psychology, 11, 1-11. https://doi.org/10.3389/fpsyg.2020.00590
55. Shin, Y., Hur, W. M., Kang, D. Y., & Shin, G. (2024). Why pro-organizational unethical behavior contributes to helping and innovative behaviors: The mediating roles of psychological entitlement and perceived insider status. Current Psychology, 43, 25135-25152 https://doi.org/10.1007/s12144-024-06205-z
56. Shu, X. (2015). Contagion effect of unethical pro-organizational behavior among members within organization. Metallurgical & Mining Industry, (5), 235-242.
57. Singh, K. (2009). Organizational behaviour text and cases. Pearson.
58. Tang, P. M., Yam, K. C., Koopman, J., & Ilies, R. (2021). Admired and disgusted? Third parties’ paradoxical emotional reactions and behavioral consequences towards others’ unethical pro-organiza tional behavior. Personnel Psychology, 75, 33-67. https://doi.org/10.1111/ peps.12446
59. Tian, Q., & Peterson, D. K. (2016). The effects of ethical pressure and power distance orientation on unethical pro-organizational behavior: The case of earnings management. Business Ethics: A European Review, 25(2), 159-171. doi:10.1111/beer.12109
60. Treviño, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951-990. doi:10.1177/0149206306294258
61. Tsiavia, N. (2016). Unethical pro-organizational behavior (UBP): Concept and studies evolution. Science journal of Business and Management, 4(2), 34-41.
62. Tunçay, S. S., & Yağız, F. N. S. (2020). Türkiye’deki “Bilgi Uçurma (Whistleblowing)” makalelerinin bibliyometrik profili. Business & Management Studies: An International Journal, 8(4), 266-295.
63. Umphress, E. E., & Bingham, J. B. (2011). When employees do bad things for good reasons: Examining unethical pro-organizational behaviors. Organization Science, 22(3), 621-640. doi:10.1287/orsc.1100.0559
64. Umphress, E. E., Bingham, J. B., & Mitchell, M. S. (2010). Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. Journal of Applied Psychology, 95(4), 769-780. doi:10.1037/a0019214 
65. Uzunbacak, H. H., Akçakanat, T., Dinç, M. ve Bayrakçı, E. (2019). İyi niyetli kötü davranışlar: Banka çalışanlarının örgüt yararına ahlaki olmayan davranışları üzerine nitel bir araştırma. OPUS International Journal of Society Researches, 12, 658-683.
66. Valle, M., Kacmar, K. M., & Zivnuska, S. (2019). Understanding the effects of political environments on unethical behavior in organizations. Journal of Business Ethics, 156, 173-188. doi:10.1007/s10551-017-3576-5 
67. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J., (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
68. Wang, T., Long, L., Zhang, Y., & He, W. (2018). A social exchange perspective of employee–organization relationships and employee unethical pro-organizational behavior: The moderating role of ındividual moral ıdentity. Journal of Business Ethics,  159(2), 473-489. doi:10.1007/s10551-018-3782-9 
69. Wang, Y., & Li, H. (2019). Moral leadership and unethical pro-organizational behavior: A moderated mediation model. Frontiers in Psychology, 10, 1-19. https://doi.org/10.3389/ fpsyg.2019.02640
70. Xu, T., & Lv, Z. (2018). HPWS and unethical pro-organizational behavior: A moderated mediation model. Journal of Managerial Psychology, 33(3), 265-278. doi:10.1108/jmp-12-2017-0457 
71. Yidong, T., & Xinxin, L. (2013). How ethical leadership influence employees’ innovative work behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116(2), 441-455.
72. Zhan, X., & Liu, Y. (2022). Impact of employee pro-organizational unethical behavior on performance evaluation rated by super visor: A moderated mediation model of supervisor bottom-line mentality. Chinese Management Studies, 16(1), 102-118.
73. Zhang, M., Zhao, L., & Chen, Z. (2021). Research on the relationship between high-commitment work systems and employees’ unethical pro-organizational behavior: The moderating role of balanced reciprocity beliefs. Frontiers in Psychology, 12, 1-12, 776904. doi: 10.3389/fpsyg.2021.776904
74. Zhang, S., & He, H. (2024). Examining the link between empowering leadership and unethical pro-organizational behavior: The mediating role of role stress and the moder ating role of instrumental ethical climate. Current Psychology, 43(18), 16554-16571. https://doi.org/10.1007/ s12144-023-05610-0
75. Zhang, Y., Zhu, Y., Huang, Z., & Long, L. (2024). Compensatory effects of loneliness: How and when does workplace loneliness promote employees unethical pro-organizational behavior. Current Psychology, 43, 24308-24319 https://doi.org/10.1007/s12144-024-06103-4
76. Zhao, M., Qu, S., Tian, G., Mi, Y., & Yan, R. (2024). Research on the moral slippery slope risk of unethical pro-organizational behavior and its mechanism: A moderated mediation model. Current Psychology, 43, 17131-17145. https://doi.org/10.1007/s12144-024-05677-3