In organizations, the unethical behavior of employees is widespread, and in recent years, it has become a practical problem to be solved urgently in enterprise management practice. Although the unethical behavior of employees may not lead to serious consequences at the beginning, it may cause irreparable losses to the organization and even the whole society if it is left unchecked without timely intervention. At present, researchers generally believe that the unethical behavior of employees is not entirely determined by the level of personal moral development, and the environmental factors of employees also affect the unethical behavior of employees. Reviewed the literature, it is found that the environmental factors affecting employees' unethical behavior mainly include the construction of rules and regulations, organizational ethical atmosphere, and managers' ethical style. Existing studies have confirmed that ethical management is negatively correlated with employee unethical behavior, and unethical management is positively correlated with employee unethical behavior, while there are relatively few studies on the relationship between ethical inaction management and employee unethical behavior. What happens when managers within an organization appear to avoid ethical issues and offer no guidance to their subordinates? Based on the empirical study of Quade et al. (2020), and the theory of social cognition and moral disengagement, this study conducted two surveys using questionnaire method. The first survey surveyed 267 full-time employees to verify the validity of the moral nonfeasance management scale. The second survey surveyed 264 full-time employees with at least one year of work experience. The results of the two studies showed that: (1) The scale of amoral management has good structural validity when used in China; (2) the management of amoral has a positive impact on employees' unethical behavior; Moral disengagement plays a complete mediating role between amoral management and employee unethical behavior; (4) The internalization moral identity has a negative moderating effect, mediating the relationship between moral disengagement, amoral management and immoral behavior. In other words, the internalization moral identity weakens the effect of amoral management on moral disengagement, and then reduces the unethical behavior of employees, but the moderating effect of the symbolization moral identity is not significant.This study enricifies the connotation of amoral management and verifies the validity of the scale of amoral management in China.In addition, it expands the influencing factors of amoral management, provides valuable practical enlightenment for enterprise management, and provides theoretical reference and practical basis for subsequent related research.
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