Breaking the silence: ethical voice in response to peer unethical behaviour in Indian public sector organizations

Purpose This study aims to explores why, how and when unethical peer behaviour influences employees’ ethical voice (EV) at work. It addresses a limited understanding of psychological processes linking unethical conduct and speaking up. Drawing on moral self-regulation theory (MSRT), this study explores the intervening roles of cognitive, emotional dissonance (ED) and how guilt moderates these effects, clarifying when employees express EVs. Design/methodology/approach This study uses a quantitative, cross-sectional survey design, using data from 243 employees in public sector (PS) organizations. Structural equation modelling (SEM) tested the proposed mediation and moderation effects within the conceptual framework. Findings Results show that unethical peer conduct indirectly affects voice behaviour through both cognitive and ED, with the latter emerging as the stronger pathway. Guilt further amplifies the effect of ED, encouraging employees to act in line with moral values and raise ethical concerns. Practical implications Findings show managers must foster a supportive, ethical climate where employees can voice misconduct concerns. Ethics training and accountability can strengthen ethical awareness, reduce misconduct and enhance organizational integrity in the PS. Originality/value This study provides insights by integrating emotional and cognitive dissonance to explain how unethical peer behaviour influences EVs. It highlights guilt’s role in promoting ethical actions within PS.