Private refugee sponsorship is a desirable behaviour – it leads to positive outcomes for sponsors, refugees, the Canadian government and the general public. The most commonly reported motivations to sponsor are related to identity, including moral and national identity. Self-determination theory (SDT) suggests that identity is a strong intrinsic motivator; individuals who identify more strongly as a sponsor may be more intrinsically motivated to take on additional sponsorships. This proposed behavioural policy uses the components of SDT to design a certificate programme that bestows an official title on sponsors after completing a sponsorship. The certificate design reflects the three components of SDT (autonomy, competence and relatedness) and encourages moral and national incentives. Official titles are shown to increase identity with a role – titles act themselves as mechanisms of identity-building, which can lead to identity-motivated behaviours. The proposed certificate programme aligns with existing practices and resources already used by the Canadian government. It suggests that official titles could be a cost-effective mechanism for encouraging subsequent sponsorships.

Although a growing body of literature on star employees has focused on top performers, the influence of moral stars has been neglected, an unfortunate situation given that employees’ moral behavior has prolonged impacts on organizations and society as a whole. In this case, we propose the concept of the moral star, defined as the employee (not the team leader) who exhibits disproportionately high and prolonged morality relative to others and has a reputation of being moral on his or her team. We further draw upon self-categorization theory and investigate the double-edged sword effect of the presence of a moral star on the prosocial behavior of other team members. Specifically, we propose that for nonstar employees who have high levels of moral identity, the presence of a moral star is positively related to their felt moral responsibility and prosocial behavior. In contrast, for nonstar employees with low levels of moral identity, the presence of a moral star is negatively related to their felt moral responsibility and prosocial behavior. We found support for our hypotheses across an experiment and a multi-wave and multi-source field study. Taken together, our findings call for closer attention to the recognition of moral stars, as well as their potential unintended negative impact on teams and organizations.

The existing literature provides conflicting evidence of whether a collectivistic value orientation is associated with ethical or unethical behavior. To address this confusion, we integrate collectivism theory and research with prior work on social identity, moral boundedness, group morality, and moral identity to develop a model of the double-edged effects of collectivism on employee conduct. We argue that collectivism is morally bounded depending on who the other is, and thus it inhibits employees’ motivation to engage in unethical pro-self behavior, yet strengthens their motivation to engage in unethical pro-organization behavior. We further predict that these effects are mediated by the psychological mechanism of organizational goal commitment and moderated by a person’s strength of moral identity. Results of three studies conducted in China and the United States and involving both field and experimental data offer strong support for our hypotheses. Theoretical and practical implications of the research are discussed.

Several scholars have recognized the limitations of theories of moral reasoning in explaining moral behavior. They have argued that moral behavior may also be influenced by moral identity, or how central morality is to one’s sense of self. This idea has been supported by findings that people who exemplify moral behavior tend to place more importance on moral traits when defining their self-concepts (Colby & Damon, 1995). This paper takes the next step of examining individual variation in a construct highly associated with immoral behavior — psychopathy. In Study 1, we test the hypothesis that individuals with a greater degree of psychopathic traits have a weaker moral identity. Within a large online sample, we found that individuals who scored higher on a measure of psychopathic traits were less likely to base their self-concepts on moral traits. In Study 2, we test whether this reduced sense of moral identity can be attributed to differences in moral judgment, which is another factor that could influence immoral behavior. Our results indicated that the reduced sense of moral identity among more psychopathic individuals was independent of variation in moral judgment. These results suggest that individuals with psychopathic traits may display immoral behavior partially because they do not construe their personal identities in moral terms.

This study explores the impact of socially responsible human resource management (SR-HRM) on the turnover intention by exploring the effects of psychological contract violation (PCV) and moral identity. Using a sample of 284 employees in China, we found that PCV mediated the negative relationship between SR-HRM and turnover intention. Moral identity moderated the direct effect of PCV on turnover intention as well as the indirect effect of SR-HRM on turnover intention via PCV, such that both the direct and indirect effects were stronger for employees with a low level of moral identity compared to those with the high level of moral identity. Findings from this study provide a greater understanding of the internal mechanisms and boundary conditions of SR-HRM that affect turnover intentions. Study findings also provide guidance to organizations seeking to reduce employee turnover.

When subordinates have suffered an unfairness, managers sometimes try to compensate them by allocating something extra that belongs to the organization. These reactions, which we label as managerial Robin Hood behaviors, are undertaken without the consent of senior leadership. In four studies, we present and test a theory of managerial Robin Hoodism. In study 1, we found that managers themselves reported engaging in Robin Hoodism for various reasons, including a moral concern with restoring justice. Study 2 results suggested that managerial Robin Hoodism is more likely to occur when the justice violations involve distributive and interpersonal justice rather than procedural justice violations. In studies 3 and 4, when moral identity (trait or primed) was low, both distributive and interpersonal justice violations showed similar relationships to managerial Robin Hoodism. However, when moral identity was high, interpersonal justice violations showed a strong relationship to managerial Robin Hoodism regardless of the level of distributive justice.

In the expanding field of ethical leadership research, little attention has been paid to the association between ethical leaders’ ethical characteristics (beyond personality) and perceived ethical leadership, and, more importantly, the potential influence of ethical leadership on followers’ ethical characteristics. In this study, we tested a theoretical model based upon social cognitive theory (Bandura, 1986) to examine leaders’ moral identity and moral attentiveness as antecedents of perceived ethical leadership, and follower moral identity and moral attentiveness as outcomes of ethical leadership. Based upon data from 89 leaders and 460 followers in China, collected at two points in time, we found that leaders’ moral identity and moral attentiveness are associated with follower’s perceptions of ethical leadership. Ethical leadership is, in turn, associated with their followers’ moral identity and moral attentiveness. We found furthermore that ethical leadership mediates the effect of leaders’ moral identity on followers’ moral identity, but not the effect of leaders’ moral attentiveness on followers’ moral attentiveness. We discuss the findings, theoretical contributions, practical implications, and future research.