Theoretical and practical implications are discussed.īusiness managers are constantly focusing on profitability, in order to deliver on “shareholder value.” The phenomenon has been termed as bottom-line mentality (BLM), which is a “one-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities” ( Greenbaum et al., 2012, p.
Data analysis reveals that (1) bottom-line mentality positively influences workplace cheating behavior through performance pressure and (2) negative reciprocity moderated this indirect relationship. We systematically conduct time-lagged studies in two different populations (Pakistan and United States). Most importantly, it scrutinizes the moderating function of negative reciprocity belief in the relation between bottom-line mentality, performance pressure, and cheating in a moderated-mediation model, through the lens of displaced aggression theory. This study evaluates workplace cheating behavior as a consequence of supervisor bottom-line mentality with performance pressure as the mediating mechanism. FAST School of Management, National University of Computer and Emerging Sciences, Islamabad, PakistanĮmployee cheating at the workplace has reached epidemic proportions and is putting a significant dent on the revenues of corporations.Komal Kamran * Akbar Azam Mian Muhammad Atif