This paper is an inspired address by the author to engage in a momentous battle for character and human values in life and worklife. The keynote of the author's exposition on values-centred manage ment is the concept of dharma. Here the Indian ideal of dharma is compared to and contrasted with the Western notion of integrity. While integrity is based on the human virtues of wholeness, goodness and having the courage and self-discipline to live by the inner truth, dharma gives (...) a radically different orientation to any human endeavour by upholding the notions of spirit, rightness, and fearlessness. There is also a distinction between individual dharma and organizational dharma, which the author defines as the organization's inner law. In the concluding part of the paper, the author crystallizes the wisdom contained in the Bhagavad Gita and asserts that hidden away in our inner nature is the law, the writ of our life that enables us to transcend the purposelessness of pomp, power, property and pedigree towards a more meaningful human existence. (shrink)

The present article attempts to evaluate various tenets of moral philosophy by reviewing empirical data from the field of organizational justice bearing on: (a) people''s concerns about fairness in organizations, and (b) the consequences of following or not following rules of justice. With respect to concerns about fairness in organizations, utilitarian claims that people believe that fairness requires distributions of reward based on merit were assessed. Similarly, evidence was reviewed bearing on the claim of psychological egoists that judgments of fairness (...) reflect a self-interested bias. Finally, Kant''s view that people should never lie was evaluated in light of evidence describing people''s actual attitudes toward lying. In all three cases, the underlying philosophical premises were concluded to be overly simplistic in view of complexities about human nature revealed in empirical research. In addition, evidence was reviewed that shed light on the teleological claims of utilitarians regarding the purported benefits of following two common organizational practices — using merit-based pay, and punishing harmdoers. Here, too, the empirical evidence (findings that these techniques do not consistently yield the greatest good for the greatest number) suggests that the premise underlying utilitarian thought is based on unfounded, overly simplistic assumptions about the effects of following various allegedly moral ideas. It is concluded that our analyses provide a useful first step toward the desired goal of business ethicists of integrating prescriptive and descriptive approaches to justice. (shrink)