The direct and interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior

Purpose The purpose of this paper is to empirically examine both the direct effects and the interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior. Design/methodology/approach Data were collected, using established scales, from employees of different Indian organizations. In all, 346 responses were collected. The data were analyzed using a stepwise multiple regression technique. Findings The results of the analysis reveal that both job insecurity and job embeddedness are positively linked to unethical pro-organizational behavior. Further, the relationship between job insecurity and unethical pro-organizational behavior is moderated by job embeddedness. Research limitations/implications The study’s results indicate that managers should be aware that employees who run the risk of losing their jobs might be inclined to perform pro-organizational behavior that could be unethical. Intrinsically, such acts could be detrimental to the organization’s long-term health and therefore managers should be vigilant and timely in discouraging this behavior. Originality/value Unethical pro-organizational behavior as a means used by employees to combat job insecurity has not previously been addressed by researchers. Thus, this study contributes to the literature through its empirical examination of the role of job insecurity and job embeddedness as factors influencing unethical pro-organizational behavior.