(Un)successful forgiveness in the workplace: differential associations between forgiveness motives and work outcomes through rumination

Purpose This paper aims to investigate the associations between employees’ reasons for granting forgiveness and post-event rumination and, in turn, employees’ work attitudes and reconciliation with the transgressor. Design/methodology/approach In this multi-wave study, 435 employees recalled a recent incident in which (a) they were treated unfairly, offended or hurt by a coworker or supervisor and (b) had forgiven the offender. The authors examined the effect of the reasons why employees granted forgiveness on job satisfaction, work engagement and reconciliation with the transgressor via post-event rumination. Findings In line with hypotheses, granting forgiveness because employees felt they had no alternative response, because they believed their religion requires forgiveness, or because they received an apology was negatively associated with job satisfaction and reconciliation through greater rumination. Conversely, granting forgiveness because it is the moral thing to do has positive indirect effects on job satisfaction and reconciliation through reduced rumination. Originality/value The current work challenges the popular idea that forgiveness is a cure-all for interpersonal conflict in the workplace and contributes to a more complete picture of when and why the decision to forgive may be detrimental for the forgiver.