道德認同與垂直個人主義對不道德利組織行為的影響—以垂直個人主義為調節變項

Abstract

不道德利組織行為（UPB）對計畫提升員工道德行為的許多組織而言，是一個經常受忽視、但是值得關注的重要領域。依照Umphress和他同事們最近從事的UPB研究為基礎，我們藉由探討其它例如「道德認同」和「垂直個人主義」等因素與UPB之間的關係，來延續此項研究。在本量化研究中，資料的蒐集是以紙本問卷的方式進行。使用242位來自不同工作單位、組織和產業的台灣員工作為研究樣本，我們發現具有高內隱道德認同（Internalization）的員工比較不容易做出UPB。此外，研究結果證實了我們的假設，即垂直個人主義越高的員工越容易展現UPB。然而，具有高內隱道德認同但垂直個人主義很高的員工仍然可能會做出UPB，期待自己能因此─直接或間接地─獲得利益。出乎我們的預料，外顯道德認同（Symbolization）和UPB沒有什麼關聯。垂直個人主義對外顯道德認同和UPB關係的調節效果也不顯著。這些結果證實需要有更完整的研究來探討「內隱道德認同」與「外顯道德認同」在預測(不)道德行為上的差異。本研究不僅針對員工的UPB提出理論上的見解，也提供組織領導者處理UPB以及其他職場不道德行為問題時應注意的實際考量。最後討論研究限制和未來研究方向。

Unethical pro-organizational behavior (UPB) is an often neglected but important area of concern for many organizations looking to promote ethical behavior among their employees. Drawing on Umphress and his colleagues’ recent research on UPB, we extend this line of work by examining how other factors, such as moral identity and vertical individualism, are related to UPB. In this quantitative study, data were collected through the use of paper-based questionnaires. Using a sample of 242 Taiwanese employees across numerous work units from different organizations and industries, we find that employees primed with a high internalized moral identity (Internalization) are less likely to conduct UPB. Also, the findings corroborate our assumption that employees higher in vertical individualism manifest more UPB. Nevertheless, employees who have a highly internalized moral orientation but are high in vertical individualism may still engage in UPB with an anticipation of benefiting themselves in return, directly or indirectly. Contrary to our predictions, symbolized moral identity (Symbolization) is found to have little association with UPB. The moderating effect of vertical individualism on the Symbolization-UPB relationship is not significant either. These findings confirm the need for a more thorough investigation into Internalization versus Symbolization in predicting (un)ethical behaviors. The present study will not only offer theoretical insights into employees’ UPB but it will also provide organizational leaders with practical considerations for addressing the issue of UPB as well as other work-related unethical behaviors. Limitations and future research directions are discussed.