비윤리적 친조직 행동(UPB)이 성과보상에 미치는 영향: 성과압박과 윤리적 민감도의 조절효과를 중심으로

초록

This study examines how subordinates’ unethical pro-organizational behavior (UPB) shapes supervisors’ reward allocation decisions and investigates the moderating roles of supervisors’ perceived performance pressure and ethical sensitivity. Using a scenario-based experimental design with 200 employees from Korean organizations, we tested our hypotheses through hierarchical regression analysis. Results reveal that subordinates' UPB exerts a strong positive effect on supervisors' bonus allocation decisions (B=14.133, p<.001). Supervisors' perceived performance pressure significantly amplifies this relationship (B=6.387, p<.01), with the effect of UPB being approximately 2.7 times stronger under high pressure conditions. While ethical sensitivity shows a marginal tendency to attenuate rewards for UPB (B=-5.705, p<.10), a paradoxical interaction effect emerges between pressure situations and ethical sensitivity (B=7.764, p<.05). Supervisors with low ethical sensitivity decrease compensation by 7.35 percentage points under pressure, whereas those with high ethical sensitivity increase it by 5.25 percentage points, demonstrating a complete reversal of effect direction. This suggests that ethically sensitive evaluators may positively interpret employees' dedication during crises through lenses of fairness and care. Our findings highlight the risk that performance-driven organizational environments may inadvertently embed unethical behaviors into reward systems. We contribute toorganizational ethics literature by demonstrating that ethical decision-making is a context-dependent, complex process. Practically, organizations must integrate ethical management with performance evaluation systems and develop compensation mechanisms that account for evaluators' psychological states and situational contexts.

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