DefinePK

Abstract

With an emphasis on the moderating effect of performing tension and mediating role of unethical pro-organizational behavior, this study investigates the connection between supervisors' bottom-line mentality (BLM) and employee performance. Particularly, we look into how BLM might incentivize employees to take part in unethical pro-organizational behavior—actions that are morally doubtful but intended to benefit the organization. Using a sample of employees from banking sector, this study finds that supervisor BLM positively effects employee engagement in UPB. These findings imply that when managers place an excessive emphasis on results, employees could feel pressured to act unethically in order to live up to expectations, which eventually affects their performance. It has been demonstrated that a bottom-line mentality affects both organizational dynamics and individual employee behavior. Based on social exchange theory, we hypothesize that managers with high BLM can affect employees' perceived commitment to the bottom line, which can then affect employee’s performance and unethical pro-organizational behavior (UPB). These results have significant implications for organizations, emphasizing the necessity for managers to maintain a balance between bottom line outcomes with consideration for well-being of employees in order to maximize performance outcomes.
Keywords: supervisor bottom line mentality, social exchange theory, employee performance, unethical pro-organizational behavior, performing tension