When rule makers become rule breakers: Employee level outcomes of managerial pro-social rule breaking

Authors

Phil C. Bryant, Christian Brothers UniversityFollow
Charlotte A. Davis, University of MemphisFollow
Julie I. Hancock, University of MemphisFollow
James M. Vardaman, College of Business

Abstract

We extend Morrison's (2006) construct of pro-social rule breaking (PSRB) in two important ways. First, we explicate the processes through which PSRB may have unintended negative consequences. Second, we provide a conceptual model intended to guide future research into PSRB. The model discusses the mechanisms through which managerial PSRB may lead to negative employee outcomes. Specifically, we propose that when managers engage in PSRB, more complex processes (perceptions of organizational justice, attributions of management by employees, and psychological contract violations) mediate the unintended employee level outcomes of managerial PSRB. © Springer Science + Business Media, LLC 2009.

Publication Title

Employee Responsibilities and Rights Journal

Recommended Citation

Bryant, P., Davis, C., Hancock, J., & Vardaman, J. (2010). When rule makers become rule breakers: Employee level outcomes of managerial pro-social rule breaking. Employee Responsibilities and Rights Journal, 22 (2), 101-112. https://doi.org/10.1007/s10672-009-9114-6