Recovery and Recidivism: The Aftermath of Helping the Organization Unethically

Abstract This research draws from moral self-regulation and moral disengagement theories to examine how employees react to their own unethical pro-organizational behavior (UPB). We hypothesize that UPB will elicit mixed moral-based cognitive responses among employees that promote both recovery and recidivism. Results of two studies show that, on the one hand, engaging in UPB damaged perpetrators' moral self-concept, captured by an increase in perceived loss of moral credits; this prompted them to perform customer-directed helping behaviors to recover their damaged moral self-concept; on the other hand, UPB also elicited a cognitive justification process, which was related to an increase in subsequent UPB. This nuanced reaction helps explain why individuals' moral self-regulation does not necessarily remedy for moral failings, while also suggesting practical steps that leaders can take to prevent a "slippery slope" pattern of UPB from taking hold in the organization.