Cheating Under Pressure: A Self-Protection Model of Workplace Cheating Behavior
Workplace cheating behavior is unethical behavior that seeks to create an unfair advantage and enhance benefits for the actor. Although cheating is clearly unwanted behavior within organizations, organizations may unknowingly increase cheating as a byproduct of their pursuit of high performance. We...
Gespeichert in:
Veröffentlicht in: | Journal of applied psychology 2018-01, Vol.103 (1), p.54-73 |
---|---|
Hauptverfasser: | , , , , |
Format: | Artikel |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
container_end_page | 73 |
---|---|
container_issue | 1 |
container_start_page | 54 |
container_title | Journal of applied psychology |
container_volume | 103 |
creator | Mitchell, Marie S Baer, Michael D Ambrose, Maureen L Folger, Robert Palmer, Noel F |
description | Workplace cheating behavior is unethical behavior that seeks to create an unfair advantage and enhance benefits for the actor. Although cheating is clearly unwanted behavior within organizations, organizations may unknowingly increase cheating as a byproduct of their pursuit of high performance. We theorize that as organizations place a strong emphasis on high levels of performance, they may also enhance employees' self-interested motives and need for self-protection. We suggest that demands for high performance may elicit performance pressure-the subjective experience that employees must raise their performance efforts or face significant consequences. Employees' perception of the need to raise performance paired with the potential for negative consequences is threatening and heightens self-protection needs. Driven by self-protection, employees experience anger and heightened self-serving cognitions, which motivate cheating behavior. A multistudy approach was used to test our predictions. Study 1 developed and provided validity evidence for a measure of cheating behavior. Studies 2 and 3 tested our predictions in time-separated field studies. Results from Study 2 demonstrated that anger mediates the effects of performance pressure on cheating behavior. Study 3 replicated the Study 2 findings, and extended them to show that self-serving cognitions also mediate the effects of performance pressure on cheating behavior. Implications of our findings for theory and practice are provided. |
doi_str_mv | 10.1037/apl0000254 |
format | Article |
fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_miscellaneous_1928785581</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>1928785581</sourcerecordid><originalsourceid>FETCH-LOGICAL-a351t-ed77dbe70708f297503a80f64ca0a22cb6b17342d1a5de9fe1f5c0d1072aabc93</originalsourceid><addsrcrecordid>eNpdkE1r3DAQhkVoSLbbXvoDiqGX0OB2RrYiKbd0yRekJNCGHsVYHjdOvZYj2YX8-3q7SQqdy8DwzDPDK8Q7hE8Ihf5MQwdzSVXuiAXawuZoVPlKLOYZ5hYQ9sXrlO4BsCws7Il9aQyoUqqFuF7dMY1t_zO77WuO2U3klKbIx9lJ9o27Jr-JYWQ_tqHPvoaauyw02Y8Qfw0dec5etr_wHf1uQ3wjdhvqEr996ktxe3b6fXWRX12fX65OrnIqFI4511rXFWvQYBpptYKCDDRHpScgKX11VKEuSlkjqZptw9goDzWClkSVt8VSHGy9QwwPE6fRrdvkueuo5zAlh1YabZQyOKMf_kPvwxT7-bu_lEVp5ltL8XFL-RhSity4IbZrio8OwW1idv9inuH3T8qpWnP9gj7nOgOHW4AGckN69BTH1nec_BQj9-NGtrE6dLPuDwGJhgw</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1928912817</pqid></control><display><type>article</type><title>Cheating Under Pressure: A Self-Protection Model of Workplace Cheating Behavior</title><source>MEDLINE</source><source>EBSCOhost APA PsycARTICLES</source><creator>Mitchell, Marie S ; Baer, Michael D ; Ambrose, Maureen L ; Folger, Robert ; Palmer, Noel F</creator><contributor>Chen, Gilad</contributor><creatorcontrib>Mitchell, Marie S ; Baer, Michael D ; Ambrose, Maureen L ; Folger, Robert ; Palmer, Noel F ; Chen, Gilad</creatorcontrib><description>Workplace cheating behavior is unethical behavior that seeks to create an unfair advantage and enhance benefits for the actor. Although cheating is clearly unwanted behavior within organizations, organizations may unknowingly increase cheating as a byproduct of their pursuit of high performance. We theorize that as organizations place a strong emphasis on high levels of performance, they may also enhance employees' self-interested motives and need for self-protection. We suggest that demands for high performance may elicit performance pressure-the subjective experience that employees must raise their performance efforts or face significant consequences. Employees' perception of the need to raise performance paired with the potential for negative consequences is threatening and heightens self-protection needs. Driven by self-protection, employees experience anger and heightened self-serving cognitions, which motivate cheating behavior. A multistudy approach was used to test our predictions. Study 1 developed and provided validity evidence for a measure of cheating behavior. Studies 2 and 3 tested our predictions in time-separated field studies. Results from Study 2 demonstrated that anger mediates the effects of performance pressure on cheating behavior. Study 3 replicated the Study 2 findings, and extended them to show that self-serving cognitions also mediate the effects of performance pressure on cheating behavior. Implications of our findings for theory and practice are provided.</description><identifier>ISSN: 0021-9010</identifier><identifier>EISSN: 1939-1854</identifier><identifier>DOI: 10.1037/apl0000254</identifier><identifier>PMID: 28805425</identifier><language>eng</language><publisher>United States: American Psychological Association</publisher><subject>Adult ; Anger ; Cheating ; Cognitions ; Deception ; Employment - psychology ; Female ; Human ; Humans ; Male ; Organizational Culture ; Self-Fulfilling Prophecies ; Social Behavior ; Test Construction ; Workplace</subject><ispartof>Journal of applied psychology, 2018-01, Vol.103 (1), p.54-73</ispartof><rights>2017 American Psychological Association</rights><rights>(c) 2018 APA, all rights reserved).</rights><rights>2017, American Psychological Association</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-a351t-ed77dbe70708f297503a80f64ca0a22cb6b17342d1a5de9fe1f5c0d1072aabc93</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,778,782,27911,27912</link.rule.ids><backlink>$$Uhttps://www.ncbi.nlm.nih.gov/pubmed/28805425$$D View this record in MEDLINE/PubMed$$Hfree_for_read</backlink></links><search><contributor>Chen, Gilad</contributor><creatorcontrib>Mitchell, Marie S</creatorcontrib><creatorcontrib>Baer, Michael D</creatorcontrib><creatorcontrib>Ambrose, Maureen L</creatorcontrib><creatorcontrib>Folger, Robert</creatorcontrib><creatorcontrib>Palmer, Noel F</creatorcontrib><title>Cheating Under Pressure: A Self-Protection Model of Workplace Cheating Behavior</title><title>Journal of applied psychology</title><addtitle>J Appl Psychol</addtitle><description>Workplace cheating behavior is unethical behavior that seeks to create an unfair advantage and enhance benefits for the actor. Although cheating is clearly unwanted behavior within organizations, organizations may unknowingly increase cheating as a byproduct of their pursuit of high performance. We theorize that as organizations place a strong emphasis on high levels of performance, they may also enhance employees' self-interested motives and need for self-protection. We suggest that demands for high performance may elicit performance pressure-the subjective experience that employees must raise their performance efforts or face significant consequences. Employees' perception of the need to raise performance paired with the potential for negative consequences is threatening and heightens self-protection needs. Driven by self-protection, employees experience anger and heightened self-serving cognitions, which motivate cheating behavior. A multistudy approach was used to test our predictions. Study 1 developed and provided validity evidence for a measure of cheating behavior. Studies 2 and 3 tested our predictions in time-separated field studies. Results from Study 2 demonstrated that anger mediates the effects of performance pressure on cheating behavior. Study 3 replicated the Study 2 findings, and extended them to show that self-serving cognitions also mediate the effects of performance pressure on cheating behavior. Implications of our findings for theory and practice are provided.</description><subject>Adult</subject><subject>Anger</subject><subject>Cheating</subject><subject>Cognitions</subject><subject>Deception</subject><subject>Employment - psychology</subject><subject>Female</subject><subject>Human</subject><subject>Humans</subject><subject>Male</subject><subject>Organizational Culture</subject><subject>Self-Fulfilling Prophecies</subject><subject>Social Behavior</subject><subject>Test Construction</subject><subject>Workplace</subject><issn>0021-9010</issn><issn>1939-1854</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2018</creationdate><recordtype>article</recordtype><sourceid>EIF</sourceid><recordid>eNpdkE1r3DAQhkVoSLbbXvoDiqGX0OB2RrYiKbd0yRekJNCGHsVYHjdOvZYj2YX8-3q7SQqdy8DwzDPDK8Q7hE8Ihf5MQwdzSVXuiAXawuZoVPlKLOYZ5hYQ9sXrlO4BsCws7Il9aQyoUqqFuF7dMY1t_zO77WuO2U3klKbIx9lJ9o27Jr-JYWQ_tqHPvoaauyw02Y8Qfw0dec5etr_wHf1uQ3wjdhvqEr996ktxe3b6fXWRX12fX65OrnIqFI4511rXFWvQYBpptYKCDDRHpScgKX11VKEuSlkjqZptw9goDzWClkSVt8VSHGy9QwwPE6fRrdvkueuo5zAlh1YabZQyOKMf_kPvwxT7-bu_lEVp5ltL8XFL-RhSity4IbZrio8OwW1idv9inuH3T8qpWnP9gj7nOgOHW4AGckN69BTH1nec_BQj9-NGtrE6dLPuDwGJhgw</recordid><startdate>201801</startdate><enddate>201801</enddate><creator>Mitchell, Marie S</creator><creator>Baer, Michael D</creator><creator>Ambrose, Maureen L</creator><creator>Folger, Robert</creator><creator>Palmer, Noel F</creator><general>American Psychological Association</general><scope>CGR</scope><scope>CUY</scope><scope>CVF</scope><scope>ECM</scope><scope>EIF</scope><scope>NPM</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7RZ</scope><scope>PSYQQ</scope><scope>7X8</scope></search><sort><creationdate>201801</creationdate><title>Cheating Under Pressure: A Self-Protection Model of Workplace Cheating Behavior</title><author>Mitchell, Marie S ; Baer, Michael D ; Ambrose, Maureen L ; Folger, Robert ; Palmer, Noel F</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-a351t-ed77dbe70708f297503a80f64ca0a22cb6b17342d1a5de9fe1f5c0d1072aabc93</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2018</creationdate><topic>Adult</topic><topic>Anger</topic><topic>Cheating</topic><topic>Cognitions</topic><topic>Deception</topic><topic>Employment - psychology</topic><topic>Female</topic><topic>Human</topic><topic>Humans</topic><topic>Male</topic><topic>Organizational Culture</topic><topic>Self-Fulfilling Prophecies</topic><topic>Social Behavior</topic><topic>Test Construction</topic><topic>Workplace</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Mitchell, Marie S</creatorcontrib><creatorcontrib>Baer, Michael D</creatorcontrib><creatorcontrib>Ambrose, Maureen L</creatorcontrib><creatorcontrib>Folger, Robert</creatorcontrib><creatorcontrib>Palmer, Noel F</creatorcontrib><collection>Medline</collection><collection>MEDLINE</collection><collection>MEDLINE (Ovid)</collection><collection>MEDLINE</collection><collection>MEDLINE</collection><collection>PubMed</collection><collection>CrossRef</collection><collection>APA PsycArticles®</collection><collection>ProQuest One Psychology</collection><collection>MEDLINE - Academic</collection><jtitle>Journal of applied psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Mitchell, Marie S</au><au>Baer, Michael D</au><au>Ambrose, Maureen L</au><au>Folger, Robert</au><au>Palmer, Noel F</au><au>Chen, Gilad</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Cheating Under Pressure: A Self-Protection Model of Workplace Cheating Behavior</atitle><jtitle>Journal of applied psychology</jtitle><addtitle>J Appl Psychol</addtitle><date>2018-01</date><risdate>2018</risdate><volume>103</volume><issue>1</issue><spage>54</spage><epage>73</epage><pages>54-73</pages><issn>0021-9010</issn><eissn>1939-1854</eissn><abstract>Workplace cheating behavior is unethical behavior that seeks to create an unfair advantage and enhance benefits for the actor. Although cheating is clearly unwanted behavior within organizations, organizations may unknowingly increase cheating as a byproduct of their pursuit of high performance. We theorize that as organizations place a strong emphasis on high levels of performance, they may also enhance employees' self-interested motives and need for self-protection. We suggest that demands for high performance may elicit performance pressure-the subjective experience that employees must raise their performance efforts or face significant consequences. Employees' perception of the need to raise performance paired with the potential for negative consequences is threatening and heightens self-protection needs. Driven by self-protection, employees experience anger and heightened self-serving cognitions, which motivate cheating behavior. A multistudy approach was used to test our predictions. Study 1 developed and provided validity evidence for a measure of cheating behavior. Studies 2 and 3 tested our predictions in time-separated field studies. Results from Study 2 demonstrated that anger mediates the effects of performance pressure on cheating behavior. Study 3 replicated the Study 2 findings, and extended them to show that self-serving cognitions also mediate the effects of performance pressure on cheating behavior. Implications of our findings for theory and practice are provided.</abstract><cop>United States</cop><pub>American Psychological Association</pub><pmid>28805425</pmid><doi>10.1037/apl0000254</doi><tpages>20</tpages></addata></record> |
fulltext | fulltext |
identifier | ISSN: 0021-9010 |
ispartof | Journal of applied psychology, 2018-01, Vol.103 (1), p.54-73 |
issn | 0021-9010 1939-1854 |
language | eng |
recordid | cdi_proquest_miscellaneous_1928785581 |
source | MEDLINE; EBSCOhost APA PsycARTICLES |
subjects | Adult Anger Cheating Cognitions Deception Employment - psychology Female Human Humans Male Organizational Culture Self-Fulfilling Prophecies Social Behavior Test Construction Workplace |
title | Cheating Under Pressure: A Self-Protection Model of Workplace Cheating Behavior |
url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-15T20%3A05%3A01IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Cheating%20Under%20Pressure:%20A%20Self-Protection%20Model%20of%20Workplace%20Cheating%20Behavior&rft.jtitle=Journal%20of%20applied%20psychology&rft.au=Mitchell,%20Marie%20S&rft.date=2018-01&rft.volume=103&rft.issue=1&rft.spage=54&rft.epage=73&rft.pages=54-73&rft.issn=0021-9010&rft.eissn=1939-1854&rft_id=info:doi/10.1037/apl0000254&rft_dat=%3Cproquest_cross%3E1928785581%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=1928912817&rft_id=info:pmid/28805425&rfr_iscdi=true |