Suleman Dawood School of Business (SDSB) is organising a PhD Management Dissertation Defense.
May 15, 2023
Time:
11:00 am
Faculty Lounge (SDSB building, 4th floor)
Dissertation Title: “Impact of peer unethical behaviors on silence and proactivity: The role of emotions and identification”.
The dissertation is by Aneka Fahima Sufi, Candidate PhD Management.
Date: Monday, May 15, 2023
Time: 11:00 am
Venue: Faculty Lounge (SDSB building, 4th floor)
Zoom link: https://lums-edu-pk.zoom.us/j/94402659043?pwd=TnVZVUNrY01YN2VTY25lTjlmdGY4QT09
Meeting ID: 944 0265 9043
Passcode: 890286
Dissertation Defence Committee
Dr. Arif Nazir Butt - Supervisor & Chair
Dr. Muhammad Abdur Rahman Malik – Member SDSB
Dr. Muhammad Adeel Zaffar – Member SDSB
Dr Tariq Jadoon ‐ Member (LUMS)
Dr. Muhammad Abbas - External Examiner (FAST)
ABSTRACT
Research has shown that peer unethical behaviors are stressors, and their impact spills over to other behaviours of other employees. However, scholarship on peer unethical behaviours comments very little on the influence of peer unethical behaviours on employees’ silence and proactive work behaviors. This dissertation focused on observed unethical behaviours of peers targeted at their organisation and examined how witnessing a peer engage in an organisationally targeted unethical behavior would impact the observer. Drawing on cognitive appraisal theory, this research proposes that the interaction of observed unethical behavior and organisational identification will inform emotions, which in turn will shape employee silence, and urge proactive work behaviors. This research theorises that peer unethical behaviours would induce anger, anxiety, vicarious shame, and vicarious pride, which will guide employees’ silence and proactive behaviors. Additionally, the proposed relationships would vary with the level of organisational identification.
With a sample of 329, results from a between-subject scenario study generally supported the hypotheses. There was a combined effect of peer unethical behaviors and organisational identification on anger, anxiety, and shame, which in turn led to employee silence in the cases of anxiety and shame. Considering the persistent covert existence of peer unethical behaviours, managers can use this research, to understand the appraisal-contingent processes and the relevance of organizational identification in the emergence of employee silence, and build organisation-wide anticipatory knowledge, to ensure that the emotions do not translate into dysfunctional outcomes.
