Ethics
Research Essay (2000 words)
15 journal papers + 5 textbook references Are the actions of people in the workplace a consequence of individual or organisational characteristics? What would promote ethical behaviour at work?
Introduction
EDM ***
For the purpose of this research, we will look at the factors which influence an individual to engage in unethical behaviour, which is defined as any organizational member action that violates widely accepted societal and moral norms (Rest, 1986). It may be useful to note that unethical behaviour does not equate to workplace deviance or counterproductive work behaviour (violating organizational norms)
These factors can be split into three categories, individual characteristics (cognitive moral development, locus of control, Machiavellianism, moral philosophy, demographics), moral issue characteristics such as moral intensity (T.M. Jones, 1991), and organizational environment characteristics (ethical climate, ethical culture, codes of conduct).
Personal Characteristics
Cognitive moral development
The theory of cognitive moral development (CMD) states that there are different levels of reasoning that a person may apply to ethical issues. The individual at level one is concerned with their self-interest and external rewards and punishments. At level two, the individual does what others expect of them. The individual at level three possesses more autonomous decision-making skills based on principles of rights and justice rather than external influences (Kolberg, 1969).
According to empirical research by Kolberg, most people operate at level two thinking. This is supported by Trevino and Nelson (2007), who say that most individuals are not autonomous and do not constantly follow an internal moral compass when it comes to decision making. A study by Weber (1990) also placed most business managers at level two. Rest (1986), who proposed the 4-stage ethical decision making process, places vast importance on CMD
15 journal papers + 5 textbook references Are the actions of people in the workplace a consequence of individual or organisational characteristics? What would promote ethical behaviour at work?
Introduction
EDM ***
For the purpose of this research, we will look at the factors which influence an individual to engage in unethical behaviour, which is defined as any organizational member action that violates widely accepted societal and moral norms (Rest, 1986). It may be useful to note that unethical behaviour does not equate to workplace deviance or counterproductive work behaviour (violating organizational norms)
These factors can be split into three categories, individual characteristics (cognitive moral development, locus of control, Machiavellianism, moral philosophy, demographics), moral issue characteristics such as moral intensity (T.M. Jones, 1991), and organizational environment characteristics (ethical climate, ethical culture, codes of conduct).
Personal Characteristics
Cognitive moral development
The theory of cognitive moral development (CMD) states that there are different levels of reasoning that a person may apply to ethical issues. The individual at level one is concerned with their self-interest and external rewards and punishments. At level two, the individual does what others expect of them. The individual at level three possesses more autonomous decision-making skills based on principles of rights and justice rather than external influences (Kolberg, 1969).
According to empirical research by Kolberg, most people operate at level two thinking. This is supported by Trevino and Nelson (2007), who say that most individuals are not autonomous and do not constantly follow an internal moral compass when it comes to decision making. A study by Weber (1990) also placed most business managers at level two. Rest (1986), who proposed the 4-stage ethical decision making process, places vast importance on CMD
References: * Kohlberg, L. (1969). Stage and sequence: The cognitive– developmental approach to socialization. In D. A. Goslin (Ed.), Handbook of socialization theory and research. Chicago, IL: Rand McNally. * Rest, J. (1986). Development in judging moral issues. Minneapolis, MN: University of Minnesota Press. * Trevino, L. K., & Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right. New York, NY: Wiley. * Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16, 366–395. * Weber, J. (1990). Managers’ moral reasoning: Assessing their responses to three moral dilemmas. Human Relations, 43, 687–702. * Christie, P.M. Joseph, et. al. “A Cross-Cultural Comparison of Ethical Attitudes of Business Managers: India, Korea and the United States”, Journal of Business Ethics, 46(3), pp. 263-287, Sep. 2003. * Crane, Andrew, Unpacking the Ethical Product (November 3, 2004). Journal of Business Ethics, Vol. 30, No. 4, 2001. Available at SSRN: http://ssrn.com/abstract=1533523 Not used * Trevino, L.K. & Brown, M.E. (2004) ‘Managing to be ethical: Debunking five business ethics myths’, Academy of Management Executive, Vol. 18, No. 2, pp.69-81. * Brown, M.E. & Treviño, L.K. (2006) ‘Ethical leadership: A review and future directions’, The Leadership Quarterly, Vol. 17, Iss. 6, pp. 595–616. * Ardichvili, A., Mitchell, J.A. & Jondle, D (2009) ‘Characteristics of Ethical Business Cultures’, Journal of Business Ethics, Vol. 85, Iss. 4, pp. 445-451.