Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior

• Published date: 01 November 2023
• Author: Koustab Ghosh
• Date: 01 November 2023
• DOI: http://doi.org/10.1111/1748-8583.12503

Hum Resour Manag J. 2023;33:1074–1096. © 2023 John Wiley & Sons Ltd.wileyonlinelibrary.com/journal/hrmj

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Organizational Behavior and HRM, Indian

Institute of Management Rohtak, Rohtak,

Haryana, India

Correspondence

Koustab Ghosh, Organizational Behavior and

HRM, Indian Institute of Management Rohtak,

Management City, NH10, Southern Bypass,

Sunaria, Rohtak, Haryana 124010, India.

Email: koustab.g@gmail.com

Abstract

Ability-motivation-opportunity (AMO) based human

resource management (HRM) practices connote positive

organizational outcomes, in general. This study has identified

the deviant outcome of motivation-enhancing HRM prac-

tices by delineating how it can lead to an undesirable work-

place behavior like unethical pro-organizational behavior

(UPOB) through employees' career ambition. Further, such

effects are amplified in the presence of UPOB descriptive

and injunctive norms. The hypotheses were tested by using

two multi-wave time-lagged studies for sales executives

working in organizations representing two different indus-

tries. Career ambition partially mediated the relationship

between motivation-enhancing HRM practices and UPOB.

The conditional indirect effect of motivation-enhancing HRM

practices on UPOB through employees' career ambition was

stronger when they perceive high level of descriptive and

injunctive norms in the workplace. While the relationship

between career ambition and UPOB was strengthened for

high descriptive and injunctive norms, it was weakened for

low injunctive norms but not for low descriptive norms.

KEYWORDS

AMO, career ambition, descriptive norms, injunctive norms, UPOB

RESEARCH ARTICLE

Employee-perceived ‘motivation-enhancing HRM

practices’ and career ambition: Social subjective

norms explain workplace deviant behavior

Koustab Ghosh

DOI: 10.1111/1748-8583.12503

Received: 7 August 2020 Revised: 12 December 2022 Accepted: 14 March 2023

Abbreviations: AMO, ability-motivation-opportunity; HRM, human resource management; UPOB, unethical pro-organizational behavior.

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GHOSH

1 | INTRODUCTION

The AMO model (ability-motivation-opportunity) explicates how human resource management practices can benefit

both employees and the organization in various ways (Appelbaum et al., 2000; Purcell & Hutchinson, 2008). The AMO

framework focuses on ability-enhancing (recruitment, selection, training and development), opportunity-enhancing

(job design, skill utilization, employee involvement), and motivation-enhancing human resource management practices

(i.e. performance management, compensation and incentives, career progression) in the organization (Appelbaum

et al., 2000; Jensen et al., 2013). When employees perceive that the organization through its positive HRM prac-

tices provides them support and opportunities, they feel obligated to return back some benefits to the organiza-

tion (Beltrán-Martín et al., 2008; Heffernan & Dundon, 2016). This explains how employees' positive perception of

firm's HRM practices can lead to their extra-role and organizational citizenship behaviors. However, extant studies

confirm that employee-perceived positive HRM practices can also influence them to achieve more in a shorter span

of time, and thus to aspire for faster career progression within the organization (Beltrán-Martín et al., 2008; Wood &

De Menezes, 2011). In specific, motivation-enhancing human resource management (HRM) practices provide organ-

izational support in facilitating career progression, which has gained interest as a focal area among both employees

and employers.

Though extant studies have vouched for positive employee outcomes of motivation-enhancing HRM practices

(Ogbonnaya & Messersmith, 2019; Subramony, 2009), it is anticipated that scenarios can emerge where employees'

desire for career advancement within a short span of time may result in actions bereft of an ethical consideration. This

is particularly true if an ‘egoistic’ climate prevails in the organization, where employees perceive that self-interest can

guide their behavior ‘even to the possible detriment of others’ (Guerci et al., 2015; Martin & Cullen, 2006). Further,

the egoism line of thinking states that an action is ethical if it promotes an individual's long-term interest (Roozen

et al., 2001). As a result, employees are moved by instrumental considerations in terms of maximizing their own bene-

fit and company profit (Gorsira et al., 2018). A probable reason for this could be attributed to the performance based

rewards and career progression in motivation-enhancing human resource practices owing to which employees may

become over self-interested devoid of an ethical consideration (Chiaburu et al., 2013; Wimbush & Shepard, 1994).

We contend that a strong emphasis on motivation-enhancing HRM practices, at times, through employees'

career ambition may compel them to compromise with their moral consideration, and subsequently engage in

unethical behaviors. These unethical behaviors may sometimes be undertaken to benefit the organization as well. As

employees continue to receive organizational support in the form of career progression, they are likely to develop

positive reciprocity of belief towards the organization. Such unethical behaviors have been interpreted as—unethical

pro-organizational behaviors (UPOB) (Umphress et al., 2010). In essence, though UPOB violates the moral hypernorms

and ethical code of conduct employees may still engage in such behaviors to support or help their organization.

Practitioner notes

• Though the positive outcomes of perceived organizational support is well established in extant

theorization, the deviant outcome of positive reciprocity belief is not commonly found in the current

literature.

• Motivation-enhancing HRM practices can lead to employees' UPOB through their career ambition in the

presence of descriptive and injunctive norms.

• Managers should be aware of that career ambitious employees might engage in deviant behaviors.

• Counseling by employees' immediate managers and mentors, setting achievable and realistic work

targets, a strong ethical organizational climate, and full compliance with ethical code of conduct can curb

UPOB particularly for employees who aspire to achieve career goals in a shorter span of time.