The effect of perceived job insecurity on unethical pro-organizational behavior: The moderating role of self-efficacy

In the past decades, Unethical Pro-Organizational Behavior has received increasing scrutiny by researchers due to its complex nature: employees engage in unethical acts for the proposed benefit of their organizations. However, research is still limited regarding how psychological factors, such as Job Insecurity, influence Unethical Pro-Organizational Behavior, especially given volatile and non-Western contexts. Further, the role of Self-Efficacy as a moderating psychological resource in the said relationship remains almost unexplored. This study fills this gap by assessing the relationship between perceived JI and UPB, as well as the moderating role of SE among public sector employees in Libya. The study adopted a quantitative approach, with online questionnaires administered in Misurata. Guided by the Conservation of Resources (COR) theory, the findings revealed that JI significantly predicts UPB. More importantly, SE moderated this relationship, such that higher SE individuals were less likely to resort to unethical acts because of JI. The results also show that even people with high SE may rationalize some unethical behaviors as an active way to save their positions or help their organizations survive in response to perceived threats. The study recommends that organizations operating in unstable environments should focus on reducing perceived JI through clear communication and ethical leadership. Furthermore, building employees' psychological resources particularly SE can help buffer the negative behavioral consequences of JI and support ethical organizational conduct. Keywords Perceived Job Insecurity, Unethical Pro-Organizational Behavior, Self-Efficacy.