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THE INFLUENCE OF IDENTITY ORIENTATIONS ON MORALLY LICENSED CWB

The article discusses the concept of moral licensing and how it affects the behavior of individuals
in the workplace. The idea behind moral licensing is that engaging in positive acts can free
individuals to behave negatively. However, individuals do not always act on their moral license,
and consistency theories suggest that they will generally behave consistently. The authors
suggest that an individual's identity plays an important role in determining how free they will
feel to use a moral license to act negatively. They argue that identity orientations influence the
types of counterproductive work behaviors (CWBs) that employees engage in when they feel
morally licensed to do so. The article identifies three identity orientations - personal, relational,
and collective - and explains how they moderate the relationship between a moral license and
CWBs. Employees will not feel morally licensed to engage in CWBs that conflict with their
identity orientation. For example, employees with a personal identity orientation are focused on
self-enhancement and are not likely to use their moral license to engage in CWBs that would
harm their self-interest. Finally, the article concludes that the nature or target of CWB will vary
depending on an employee's identity orientation.
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MORAL LICENSING AND PERSONAL REPUTATION

This passage discusses how moral licensing not only affects an individual's internal processes,
but also their interpersonal dynamics. Moral licensing allows individuals to behave in morally
questionable ways without damaging their self-image or reputation in the eyes of others. In
organizations, engaging in both positive organizational citizenship behaviors (OCBs) and
negative counterproductive work behaviors (CWBs) can impact an employee's personal
reputation. Studies have found that over time, positive behaviors can enhance an employee's
personal reputation, and that OCBs are positively associated with personal reputation.
The passage discusses also how moral licensing affects interpersonal dynamics within
organizations, specifically regarding the personal reputation of employees. The author explains
that positive behaviors, such as engaging in organizational citizenship behaviors (OCBs), can
enhance an employee's personal reputation, while engaging in counterproductive work behaviors
(CWBs) can damage it. However, the damage caused by CWBs can be lessened if the employee
has earned a moral license through prior good deeds, as observers may overlook the CWB due to
the goodwill earned through the previous positive behaviors. The author suggests that the way in
which observers perceive the CWB may depend on the employee's history of OCBs, and that this
perception can be influenced by either crediting or construing the CWB in a more positive light.
Overall, the passage highlights the importance of understanding the role of moral licensing in
interpersonal dynamics within organizations.

DISCUSSION :
The article examines the relationship between Organizational Citizenship Behaviors (OCBs) and
Counterproductive Work Behaviors (CWBs) from a moral licensing perspective. The authors
propose that engaging in morally praiseworthy OCBs may lead employees to feel licensed to
engage in morally discrediting CWBs. The authors also suggest that identity orientations
influence which acts of citizenship will result in moral licensing and which counterproductive
acts will result from a moral license. The article makes three noteworthy contributions to the
moral licensing, OCB, and CWB literature. Firstly, it extends the moral licensing lens to an
organizational setting, highlighting its utility in this context. Secondly, it calls for a more
nuanced understanding of positive organizational behaviors and for research examining how
such behaviors may have not only benefits but also costs. Finally, the article suggests that future
investigations of the effects of citizenship or deviance on organizational performance should give
greater consideration to both OCB and CWB and how their joint occurrence may influence the
effective functioning of organizations.
DIRECTIONS FOR FUTURE RESEARCH
The passage discusses potential avenues for future research related to the relationship between
organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs). One
potential area for investigation is the role of moral licensing, which suggests that engaging in morally
praiseworthy behavior can lead individuals to feel licensed to engage in morally questionable behavior.
Future research should examine the extent to which moral licensing affects employees' experiences of
stress and work-family conflict, as well as the potential for employees to engage in deviant behavior
outside of work after earning a moral license at work.
Additionally, the passage suggests that the visibility of employees' OCBs can influence their likelihood of
engaging in CWBs. When coworkers are aware of an employee's performance of OCBs, that employee
may feel more comfortable engaging in CWBs that are morally licensed. Future research should
investigate the influence of task visibility on the relationship between OCBs and CWBs.
The passage also proposes that the presence of teams and groups in organizations may lead to vicarious
moral licensing, in which the performance of good deeds by one member of a group licenses subsequent
bad behavior by other group members. Future research should examine the potential implications of
vicarious moral licensing in the workplace.
Finally, the passage acknowledges the challenge that managers face in preventing OCBs from resulting in
CWBs. One potential solution is to reward OCBs in a way that does not undermine their moral
praiseworthiness. Future research should investigate strategies for motivating employees to engage in
OCBs without causing subsequent deviant behavior or decreasing intrinsic motivation. The passage also
suggests that further research is needed to explore the potential for CWBs to lead to OCBs, and to
reconcile the perspectives of moral licensing and moral cleansing in organizations.