Morally Disengaging Employees Can be Socially Accepted: The Moderation of Job Performance

This research examines when and why morally disengaging employees can be socially accepted. We found that moral disengagement decreases employees’ friendship quality with supervisors, which in turn harms their social acceptance and that job performance moderates such indirect effect. Specifically, high job performance alleviates the undesirable effect of moral disengagement.