High performance work systems and its impact on unethical pro-organization behavior: the role of job insecurity and organizational politics

• Grant number: 19/21517-8
• Support Opportunities: Regular Research Grants
• Start date: June 01, 2020
• End date: May 31, 2022
• Field of knowledge: Applied Social Sciences - Administration - Business Administration
• Principal Investigator: Joana Sabrina Pereira Story
• Grantee: Joana Sabrina Pereira Story
• Host Institution: Escola de Administração de Empresas de São Paulo (EAESP). Fundação Getúlio Vargas (FGV). São Paulo , SP, Brazil
• Associated researchers: Pedro Neves
• Associated scholarship(s): 21/00909-5 - High Performance Work Systems and its impact on Unethical Pro-Organization Behavior: The role of job insecurity and organizational politics, BP.TT

Abstract

The interest in unethical behavior has grown over the past decades as ethical scandals in organizations have become mainstream. However, research on its boundary conditions, those that limit or enhance it, are still scare, specially when we take into consideration those unethical behaviors that are in favor of the organization (UPB). High Performance Work Systems (HPWS) are could be an effective way to stop those paradoxical behaviors that are both positive and negative towards the organization. Through the conservation of resources theory (COR) we propose that HPWS will give enough resources for employees to deal with the potential impact that perception of organizational politics and job insecurity that can lead to unethical behavior in favor of the organization. Using a large and diverse organizational population with strong rigorous methodology, we intend to address this issue. We will first conduct a field study of supervisor-subordinates dyads to test our model. In a second moment, to address potentials of common method variance, we conduct another field study that tests our variables in three times. We expect that our findings will have strong theoretical implications by focusing on the stress literature but also practical implications that managers and organizations can take note, specifically, by focusing on positive and developmental human resources management practices. (AU)