Linking supervisors’ bottom-line mentality to workplace cheating behavior: examining the mediating and moderating role of organizational cynicism and moral identity

Abstract

PurposeThe purpose of this study is to examine how and when supervisors’ bottom-line mentality (BLM) influences workplace cheating behavior. Specifically, the authors draw upon social exchange theory (Blau, 1964) and the negative reciprocity norm (Gouldner, 1960) argument, to explain that supervisor BLM is likely related to organizational cynicism and subsequently those employees may engage in cheating behavior as a way to make things even with the organization. Furthermore, the authors theorized that organizational cynicism and supervisors’ BLM via organizational cynicism, increase cheating behavior among employees with a weak moral identity.Design/methodology/approachTo test the current model, the authors collected data from 232 employees working in various Pakistani firms.FindingsThe results affirmed the authors’ moderated-mediation model. The positive indirect effects of supervisors’ BLM on workplace cheating behavior, through organizational cynicism, are moderated by employees’ moral identity.Originality/valueThis is the first study that examine the mediating and moderating role of organizational cynicism and employees’ moral identity in the relationship between supervisors’ BLM and workplace cheating behavior.