What They Did
The researchers recruited several hundred participants online to complete questionnaires about workplace engagement and moral disengagement. A week later, the same participants were contacted to complete questionnaires about workplace social courage (e.g. activities such as giving unwelcome feedback or taking on difficult projects) and unethical pro-organization behaviors (i.e. taking unethical actions that the employee believes would benefit the organization). Only the data from participants who completed both sets of questionnaires was analyzed.
The researchers found that people who were engaged with their work were more likely to display workplace social courage, while those who were morally disengaged were somewhat less likely to act bravely at work. People who scored higher on workplace engagement where also slightly more likely to participate in unethical pro-organization behaviors, but moral disengagement was notably more important as a factor. In fact, the effect of workplace engagement on unethical behavior is only statistically significant among participants who had high scores on moral disengagement.
The researchers interpret their data through psychological contract theory, which proposes that employees have expectations of reciprocity beyond their legal employment terms. Employee desire to benefit the organization then depends partly on whether those expectations have been met. The researchers note that while interventions to increase workplace engagement have generally been considered to have only positive effects, such interventions could lead to unethical behavior in employees who are morally disengaged. Therefore, it is important for decision makers to address any possibility of moral disengagement among employees before focusing on improvements in workplace engagement.
Further Exploration
Based on psychological contract theory, more engaged employees in the study were expected to feel a greater obligation towards their employer and therefore a desire to reciprocate by benefiting the organization – ideally with social courage, non-ideally with unethical pro-organization behaviors. Those who were morally disengaged were of course expected to be more willing to behave unethically but also less inclined to show social courage because they would not have as strong a desire to uphold their end of the psychological contract.
Some employer actions that can lead to the perception of a psychological contract on the employee’s part include verbal assurances, consistent decisions, and unwritten customs. The overall culture of the organization at the time the employee joins can also set their expectations for the future, and perceived breaches of the contract can reduce productivity. (See https://www.aihr.com/blog/psychological-contract/). Some commentators suggest that the conflict over return-to-office policies is rooted in changes to the psychological contract: employees who have demonstrated that they’re productive working remotely often perceive requirements to work in the office as unfair. (See https://www.physicianleaders.org/articles/the-workplace-psychological-contract-is-broken-heres-how-to-fix-it).
Neurodivergent people often miss unspoken information (see https://www.simplypsychology.org/autism-and-social-cues.html), so they may experience workplace psychological contracts differently. It’s well documented that neurodivergent people may miss unspoken expectations, even those they’re happy to meet. I haven’t seen much information about the possibility of quiet neurodivergent resentment if unspoken flexibility is missed, but it seems plausible. I wonder what communication would best support employees who need more explicit information to understand social situations, but that’s a rabbit hole for another day!
Image credit: Yves Guillou
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