Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior
研究发现激励增强型人力资源管理实践通过激发员工职业抱负，反而可能导致不道德的组织有利行为，且这种效应在工作场所中感知到描述性和指令性社会规范时更强。
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 practices by delineating how it can lead to an undesirable workplace 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 industries. 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.