本文是一篇人力资源管理论文，本研究的主要结论是，虽然UPB在短期内可以为组织带来好处，但从长远来看却不利于组织的发展。从长远来看，这种违背伦理的行为必然会损害组织的利益，削弱企业的长期竞争力。因此，组织必须采取措施限制员工实施UPB。
CHAPTER 1 INTRODUCTION
1.1 Statement of the Problem
Employees also leverage their own authority to maximise their own profitand neglect the company's interests.Although immoral behaviour contradictsexpectations and disrupts societal order,the risk to culture is differingdegrees.Therefore,the process of generation has become the subject ofresearchers to avoid and mitigate certain behaviour.In certain instances,though,such immoral conduct is not by itself but for the management ororganisation.In order to impress the chief,workers use misleading evidenceto overstate their financial standing,exaggerate the benefits to buyers of thegoods in order to maximise profits,and dissimulate product failings topreserve the organization's interests.Umphress,Bingham and Mithchell[6]noted that certain constructive organisational considerations including ethicalmanagement and corporate encouragement may still include significantrewards for immoral conduct.Due to these beneficial influences that canenhance the identity and loyalty of workers to the company,employees maysurrender social values and thus conduct themselves in an ethical way.Thisaltruistic and immoral conduct was described as unethical UPB[6].
Because the conception of nonethical pro-organisational conduct overturnedthe view of prior research,academics have after their presentation gainedinterest.Many researchers have started to research this unique immoral behaviour in greater detail and examine the function and forces that affect it.Some students have discussed how UPB is influenced by different factorssuch as spiritual[6];[7],mental factors,thoughts about job[21]and so on.The UPB has also shown a strong effect on organisational considerationssuch as the identity of organisations[6],the patronage of organisations[22]or the ethical environment of organisation[23].Leadership,including ethicalleadership[17]and transformative leadership,has also been shown to haveimportant effects[24].Furthermore,ex-change leadership subordinates[25];[26]and[23]have also been proved necessary for the UPB to beimplemented by its employees.
1.2 Research Questions
What is the influence of High commitment HRM on Unethical Pro-organizational behaviours in Nigerian companies,with perceivedorganizational support as the moderating role?
CHAPTER 2 CONCEPTUAL AND EMPIRICAL REVIEW
2.1 High Commitment Human Resource Management
2.1.1 Conceptual Review
Researchers have used the HCHRM method to refer to commitment-orientedHRM,though their definitions differ.According to Arthur[27],HCHRMincludes employee involvement in management decisions,formalparticipation in programmes,instruction in group problem solving,socialising operations,the retention of competent workers,and average wagerates.Wood and De Menezes[28]defined High Commitment Management(HCM)as a combination of HRM approaches such as informationdissemination,problem-solving organisations,negligible status discrepancies,job flexibility,and teamwork.Whitener[29]also investigated HRMapproaches(selective staffing,rigorous training,developmental assessment,externally and internally fair reward systems)that reflect a high commitmentapproach for employee dedication and incentive.HCHRM,according toDatta,Guthrie,and Wright[30],includes processes like robust selectionprocesses,internal merit-based promotions,grievance procedures,cross-functional and cross-trained teams,high levels of training,informationsharing,participatory structures,group-based incentives,and skill-based pay.According to Lepak,Liao,Chung,and Harden[31],an HCHRM system isdependent on practises such as selective staffing,rigorous training,and payfor performance,as well as fostering employee dedication and maximisingworkers'contributions to organisational performance.
2.2 Unethical Organizational Pro-Organizational Behaviour
2.2.1 Conceptual Review
The principle of Unethical Pro-organizational Be
