Abstract
Unethical behavior in the workplace can have serious consequences for organizations and employees alike. This dissertation in practice seeks to better elucidate the relationship between an employee’s perception of being under pressure to meet financial performance expectations at work and unethical pro-organizational behavior, and the role an organization’s ethical climate may play in mediating any such relationship. Using a web-based quantitative survey, this study of 135 first-line managers and employees without managerial responsibilities at mid-size and large companies in the United States found no significant direct relationship between an employee’s perception of financial pressure and unethical pro-organizational behavior. However, it did reveal a positive correlation between financial pressure and an instrumental (egoistic) ethical climate type. Further, it adds to the findings of existing research by showing a positive relationship between instrumental climate types and unethical behavior and a negative relationship between rules, caring, and laws climate types and unethical behavior. Several actions leaders can take to foster a positive ethical climate in their organizations are proposed.