As a common organizational phenomenon, employee silence behavior has various negative implications for organizations, making it critical to understand what factors can reduce employee silence. Drawing upon self-verification theory, this study explores the inhibiting effect of moral identity on silence via felt obligation towards organization. Meanwhile, we also examine the moderating effect of corporate social responsibility perception. We collected three waves of data with a two-month interval from 402 Chinese employees. Results indicated that moral identity positively predicted felt obligation towards (...) organization, which in turn negatively predicted silence behavior. The negative indirect effect of moral identity on silence behavior via felt obligation towards organization was moderated by corporate social responsibility perception. Specifically, this indirect effect was stronger when employees perceived a higher level of corporate social responsibility. By integrating self-verification theory with silence behavior research, our findings provide important insights into the prevention of employee silence behavior in organizations. (shrink)

This study develops and tests a model based on affective events theory. It specifies that engaging in unethical pro-organizational behaviors (UPB) decreases employee task performance through depression. Specifically, employees engaged in UPB are more likely to be depressed for those with a high rather than a low level of self-reflection, which in turn decreases task performance. Based on a sample of 205 sales employees in an insurance company located in mainland of China, we found that UPB had a significant indirect (...) effect on task performance through depression; additionally, this effect was stronger for employees with high rather than low levels of self-reflection. (shrink)