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<p>Research on the reintegration of employees who have engaged in workplace wrongdoing has emphasized a wide range of positive outcomes for the offender and the organization. However, little is known about the influence of successful and unsuccessful offender reintegration on dark-side workplace outcomes. Thus, the purpose of this paper is to explore how reintegration influences offender unethical behavior intended to help or harm organizational supervisors and workgroups. In Study 1, we tested direct and mediating effects of successful workplace offender reintegration on unethical behavior intended to help others in the organization (unethical pro-supervisor and pro-workgroup behavior) using a two-wave survey of 304 full-time employees. Path analysis results showed a mediated path from workplace offender reintegration to supervisor identification, which increased unethical pro-supervisor and pro-workgroup behavior. In Study 2, we tested direct and mediation effects of unsuccessful workplace offender reintegration on behavior intended to harm others in the organization (counterproductive work behavior and perceived victimization) using a two-wave survey of 241 full-time employees. Path analysis results showed a mediated path from unsuccessful workplace offender reintegration to perceived victimization, which increased counterproductive work behavior and revenge. We discuss theoretical and practical implications for future research and organizational leaders.</p>

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No Good Deed Goes Unpunished: How Workplace Reintegration Leads to Unethical Helping and Harming Behavior

  • 期刊论文

  • 发表日期：

    2025年5月30日

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  • Natalie Liberman,
  • Kenneth D. Butterfield,
  • Thomas M. Tripp

摘要

Research on the reintegration of employees who have engaged in workplace wrongdoing has emphasized a wide range of positive outcomes for the offender and the organization. However, little is known about the influence of successful and unsuccessful offender reintegration on dark-side workplace outcomes. Thus, the purpose of this paper is to explore how reintegration influences offender unethical behavior intended to help or harm organizational supervisors and workgroups. In Study 1, we tested direct and mediating effects of successful workplace offender reintegration on unethical behavior intended to help others in the organization (unethical pro-supervisor and pro-workgroup behavior) using a two-wave survey of 304 full-time employees. Path analysis results showed a mediated path from workplace offender reintegration to supervisor identification, which increased unethical pro-supervisor and pro-workgroup behavior. In Study 2, we tested direct and mediation effects of unsuccessful workplace offender reintegration on behavior intended to harm others in the organization (counterproductive work behavior and perceived victimization) using a two-wave survey of 241 full-time employees. Path analysis results showed a mediated path from unsuccessful workplace offender reintegration to perceived victimization, which increased counterproductive work behavior and revenge. We discuss theoretical and practical implications for future research and organizational leaders.