When Pressure Breeds Misconduct: Job Strain, Coworker Support, and Unethical Pro-Organizational Behavior

Performance pressure is a pervasive organizational force with complex implications for employee behavior. Grounded in Conservation of Resources (COR) theory, this study examines how performance pressure influences unethical pro-organizational behavior (UPB) through the mediating role of job strain while also considering the moderating effect of perceived coworker support. Using survey data from 280 police officers, our findings demonstrate that performance pressure significantly increases UPB, with job strain serving as a key explanatory mechanism. Moreover, perceived coworker support significantly mitigates both the direct impact of performance pressure on job strain and its indirect effect on UPB. By identifying the psychological mechanisms and boundary conditions underlying UPB, this study contributes to the literature on ethical decision-making in high-pressure work environments. The findings also offer practical insights for organizations seeking to mitigate the unintended consequences of performance-driven management practices through the cultivation of a supportive work climate.