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The impact of family-like employee-organization relationship on unethical pro-family behavior

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  • Zhu Yao
  • Zhengde Xiong

Abstract

Unethical pro-family behavior is a prevalent, costly, and generally discreet employee activity in firms; however, there is limited research on the topic. Based on the self-classification theory, we collected three waves of data from employees of two firms in China to explore the influences of family-like employee-organizational relationship on unethical pro-family behavior (Study 1) and the boundary conditions between them (Study 2). The results of Study 1 showed that the family-like employee-organizational relationship had a significant negative impact on unethical pro-family behavior, with the relationship between the family-like employee-organizational relationship and unethical pro-family behavior mediated by both relational and transactional psychological contracts. Study 2 reconfirmed the findings of Study 1 and also found that differential leadership strengthened the positive impact of the family-like employee-organizational relationship on the relational psychological contract (from the perspective of ‘insiders’). Overall, the findings of the study explain why, how, and when employees exhibit unethical pro-family behavior.

Suggested Citation

  • Zhu Yao & Zhengde Xiong, 2024. "The impact of family-like employee-organization relationship on unethical pro-family behavior," The Service Industries Journal, Taylor & Francis Journals, vol. 44(9-10), pages 710-734, July.
    • Handle: RePEc:taf:servic:v:44:y:2024:i:9-10:p:710-734
    DOI: 10.1080/02642069.2024.2362831
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