While prior research shows that being treated fairly discourages organization-harming unethical behavior (e.g., theft, sabotage), we know less about how fairness affects organization-helping unethical behavior, also known as unethical pro-organizational behavior (UPB). On the one hand, being treated fairly may elicit UPB, due to employees’ desire to reciprocate the favorable treatment they have received. On the other hand, being treated fairly signals to employees that behaving ethically is important, which may make them less likely to engage in UPB. In three studies using different methods, we find that the relationship between fairness and UPB is positive. Study 1 simultaneously examined the relationship between fairness and each of organization-helping and -harming unethical behavior, showing that while fairness is positively related to UPB, it is negatively related to organization-harming unethical behavior. Studies 2 and 3 provide further insight into the mechanisms through which fairness influences UPB, via tests of moderation (Study 2) and mediation (Study 3). Study 2 showed that those who viewed their relationship with their employers as more of an exchange exhibited more of a positive relationship between fairness and UPB, whereas those who assigned greater importance to behaving ethically exhibited less of a positive relationship between fairness and UPB. Study 3 showed that fairness was positively related to: (1) the felt obligation to reciprocate, and (2) the importance people assigned to behaving ethically. Felt obligation to reciprocate was in turn positively—and the importance people assigned to behaving ethically was in turn negatively—related to UPB. We discuss implications for the fairness and unethical behavior literatures, limitations of the studies, and practical implications.
