Existing research has illustrated that underdog expectations – individuals’ perceptions that others view them as unlikely to succeed – can lead to unethical behaviors. Yet, the field is limited in understanding the affective mechanisms that link underdog expectations to unethical behaviors and the specific types of unethical behaviors that are triggered by underdog expectations. Drawing upon the appraisal theory of emotion, this study explores the “hot” emotional mechanism between underdog expectations and employee expediency.
Data were collected from a two-wave time-lagged field study with a sample of 435 employees from eight companies. The hypotheses were supported through regression analysis and simple slope analysis.
Underdog expectations are positively related to workplace anxiety, which in turn leads to employee expediency. Additionally, the desire to gain face consciousness exerts a positive moderating effect on the positive correlation between underdog expectations and workplace anxiety, while the fear of losing face does not exhibit significant moderation.
This study provides theoretical enlightenment for organizational practitioners in managing underdog employees, recommending that enterprises treat underdog employees equitably and maintain positive expectations for them to prevent unethical behaviors that could harm organizational development.
This research contributes to a more nuanced understanding of how and when underdog expectations can influence employee expediency through an emotional appraisal mechanism.
