ANALYSIS OF THE INFLUENCE OF RELATIVE PERFORMANCE INFORMATION AND GROUP IDENTITY ON RULE-BREAKING IN WORK ENVIRONMENTS

Abstract

This study examines the influence of Relative Performance Information (RPI) and group identity on performance-improving rule violations in organizational contexts. Through a comprehensive literature review of current research, this study reveals that the impact of RPI on rule violations is highly dependent on the level of group identity existing within the organization. In groups with strong identity, RPI tends to increase rule violations as individuals strive to impress colleagues through achieving high performance rankings, even if this requires violating established rules. Conversely, in groups with weak identity, RPI shows minimal impact on rule violations as individuals rely more on personal moral standards and economic considerations in decision-making. This research identifies four key psychological mechanisms underlying this relationship: impression management, social comparison, self-concept maintenance, and moral disengagement. These findings highlight the importance of considering contextual factors when designing organizational performance information systems. Practical implications include the need for caution in implementing RPI in high group identity environments, developing group identity management strategies, and implementing effective control mechanisms to prevent unwanted rule violations while maintaining the motivational benefits of RPI.