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The Crucial Role of Turnover Intentions in Transforming Moral Disengagement Into Deviant Behavior at Work

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Abstract

Organizational deviance represents a costly behavior to many organizations. While some precursors to deviance have been identified, we hope to add to our predictive capabilities. Utilizing social cognitive theory and psychological contract theory as explanatory concepts, we explore the role of moral disengagement and turnover intentions, testing our hypotheses using two samples: a sample of 44 nurses from a hospital system in the Southwestern United States (Study 1), and a sample of 52 working adults collected from an online survey system (Study 2). Results strongly supported our hypotheses in both samples, indicating that the self-regulatory deactivation inherent in moral disengagement led to increased organizational deviance; effects that were much more pronounced when turnover intentions were high. Our findings support the increased role of cognition in determining behavior when environmental pressures stemming from the psychological contract have been altered, leading to a number of theoretical and practical implications, particularly in industries with high turnover rates.

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Notes

  1. In this study, we focus on turnover intentions caused by dissatisfaction with some aspect of the job/organization. We acknowledge that there are many reasons that an employee may wish to leave an organization, some of which would not result in reduced relational psychological contacts with the organization (e.g. a better job offer, returning to school, having a child). In such cases, turnover intentions are not likely to enhance the relationship between moral disengagement and organizational deviance behavior. We discuss this issue in more depth in the discussion.

  2. We report analyses using the abbreviated 20-item moral disengagement scale. We also tested our hypotheses using the full 23-item scale and results did not significantly differ.

  3. Given the cross-sectional nature of our Study 2 data collection, these correlations are likely inflated by common method variance (CMV; Podsakoff et al. 2003), and we acknowledge that this is a limitation. However, previous work suggests that interaction effects cannot be artifacts of CMV, and that in fact, an interaction term can be severely deflated by CMV. Therefore, interactions are more difficult to detect when CMV is present (Siemsen et al. 2010).

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Acknowledgments

We would like to thank the Center for Leadership Ethics and the Center for Management Innovations in Health Care at the Eller College of Management at the University of Arizona for their assistance with funding this research.

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  1. Kenan-Flagler Business School, University of North Carolina, McColl Building 4700, Chapel Hill, NC, 27599, USA

    Jessica Siegel Christian

  2. The Eller College of Management, University of Arizona, McClelland Hall, 405T, Tucson, AZ, 85721-0108, USA

    Aleksander P. J. Ellis

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Correspondence to Jessica Siegel Christian.

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Christian, J.S., Ellis, A.P.J. The Crucial Role of Turnover Intentions in Transforming Moral Disengagement Into Deviant Behavior at Work. J Bus Ethics 119, 193–208 (2014). https://doi.org/10.1007/s10551-013-1631-4

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