The increasing contingencies facing firms in the 21st century have led some senior managers to intensify workforce pressure in efforts to maintain competitiveness and expand market share within their industry. However, this approach may inadvertently prompt employees to engage in duplicity to meet organizational objectives. Drawing from organizational behavior and sociology literature, this study introduces the construct of Organizational Induced Duplicity (OID) to capture how organizational practices and internal policies may be perceived by employees as endorsing dishonesty and duplicity in the workplace. Drawing on an initial pool of 63 items derived from a comprehensive literature review and focus groups, and guided by DeVellis’ (2016) framework for scale development, we conducted both exploratory (n = 114) and confirmatory (n = 191) factor analyses using responses from vendors in the Canadian telecommunications sector, ultimately establishing a 12-item unidimensional scale. Beginning with 63 items generated from a comprehensive literature review and focus groups, we conducted exploratory (n = 114) and confirmatory (n = 191) factor analyses to establish a 12-item unifactorial scale. To further validate the scale, we assessed its criterion validity via a series of two-steps regression analyses. OID positively correlates with employee turnover intentions and negatively with job satisfaction and work engagement. This study offers a robust tool for measuring OID, contributing to a further understanding of how organizational policies may influence employee behavior.
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