Since it appeared in 1971, John Rawls's A Theory of Justice has become a classic. The author has now revised the original edition to clear up a number of difficulties he and others have found in the original book. Rawls aims to express an essential part of the common core of the democratic tradition--justice as fairness--and to provide an alternative to utilitarianism, which had dominated the Anglo-Saxon tradition of political thought since the nineteenth century. Rawls substitutes the ideal of the (...) social contract as a more satisfactory account of the basic rights and liberties of citizens as free and equal persons. "Each person," writes Rawls, "possesses an inviolability founded on justice that even the welfare of society as a whole cannot override." Advancing the ideas of Rousseau, Kant, Emerson, and Lincoln, Rawls's theory is as powerful today as it was when first published. (shrink)

Though the revised edition of A Theory of Justice, published in 1999, is the definitive statement of Rawls's view, so much of the extensive literature on Rawls's theory refers to the first edition. This reissue makes the first edition once again available for scholars and serious students of Rawls's work.

This long-awaited book sets out the implications of Habermas's theory of communicative action for moral theory. "Discourse ethics" attempts to reconstruct a moral point of view from which normative claims can be impartially judged. The theory of justice it develops replaces Kant's categorical imperative with a procedure of justification based on reasoned agreement among participants in practical discourse.Habermas connects communicative ethics to the theory of social action via an examination of research in the social psychology of moral and interpersonal development. (...) He aims to show that our basic moral intuitions spring from something deeper and more universal than contingent features of our tradition, namely from normative presuppositions of social interaction that belong to the repertoire of competent agents in any society. Jürgen Habermas is Professor of Philosophy at the University of Frankfurt. (shrink)

Despite Christopher Stone’s recent argument on behalf of moral pluralism, the principal architects of environmental ethics remain committed to moral monism. Moral pluralism fails to specify what to do when two or more of its theories indicate inconsistent practical imperatives. More deeply, ethical theories are embedded in moral philosophies and moral pluralism requires us to shift between mutually inconsistent metaphysics of morals, most of which are no Ionger tenable in light of postmodern science. A univocal moral philosophy-traceable to David Hume’s (...) and Adam Smith’s theory of moral sentiments, grounded in evolutionary biology by Charles Darwin, and latterly extended to the environment by Aldo Leopold-provides a unified, scientifically supported world view and portrait of human nature in whichmultiple, lexically ordered ethics are generated by multiple human, “mixed,” and “biotic” community memberships. (shrink)

In this article I use Kantian moral philosophy to develop a concept of meaningful work. Specifically, a Kantian would argue that work is meaningful if (1) it is freely entered into, (2) it allows the worker to exercise her autonomy and independence, (3) it enables the worker to develop her rational capacities, (4) it provides a wage sufficient for physical welfare, (5) it supports the moral development of employees and (6) it is not paternalistic. I then provide examples of contemporary (...) management practices that provide meaningful work in this sense. (shrink)

A promotion of concepts of corporate family and employee participation as well as euphemisms which stress employee-employer long-term continuity makes the loss of loyalty flowing from downsizings and mass firings as well as corporate restructurings more difficult both for the employer and employee. The promotion of reciprocal obligations between employer and employee misleads both into a belief system which is to their mutual disadvantage.Corporate semanatics that soften employment realities and the implications of dislocation with positive rhetoric increases the sense of (...) failure and guilt on the part of both employer and employee. Unrealistic expectations create hostility. If employment dislocation is seen as part of a continual economic evolution, not shrouded in semantic double-speak, loss of employment no longer becomes an outrageous afront to the dignity of those involved but rather a normal process of economic change and renewal. (shrink)

Divided into three essays, this title offers an investigation into the origins of our moral values, or as the author calls them 'moral prejudices'. It addresses the concept of guilt and its role in the development of civilization and religion. It also considers suffering and its role in human existence.

Expectations and possibilities for employee loyalty are shifting rapidly, particularly in the for-profit sector. I explore the natureof employee loyalty to the organization, in particular, those elements of loyalty beyond the notion of the ethical demands of employeeloyalty. I consider the moral significance of loyalty for the employee and whether the development of ties of loyalty to the workorganization is in fact a good thing for the employee or for the employer. I argue that employees have a natural inclination to (...) extendloyalty to the organization and that organizations consequently have an obligation to make clear to employees the degree to which theorganization will recognize and reward employee loyalty. (shrink)

The paper examines the contribution of the French philosopher Michel Foucault to the subject of ethics in organizations. The paper combines an analysis of Foucault’s work on discipline and control, with an examination of his later work on the ethical subject and technologies of the self. Our paper argues that the work of the later Foucault provides an important contribution to business ethics theory, practice and pedagogy. We discuss how it offers an alternative avenue to traditional normative ethical theory that (...) both converges and diverges with other extant alternatives. By situating ethics as practices of the self, and by demonstrating the conditions under which freedom in organizations can be exercised, Foucault’s ethics attempt to connect an understanding and critique of power with a personal project of self. He therefore provides a theory of subjectivity that potentially informs a reshaping of contemporary virtue ethics theory, value-based management, and business ethics teaching. (shrink)

Neither employer expectations of loyalty, nor good treatment of employees by employers, nor employee appreciation of employers, nor the duty of nonmaleficence, nor the intention to be loyal, nor the duty not to act disloyally provide a basis for a moral or ethical duty of employee loyalty. However, in addition to the law, a pledge to be loyal can obligate one to be loyal. But if the specific content of such a pledge is unstated, the conduct required by the pledge (...) may be indefinite. Moreover, the content and implications of loyalty are fluid, varying from context to context. Consequently, there is only a limited basis for the thesis that employees owe loyalty to their employers. (shrink)

During the past ten years Integrative Social Contracts Theory (ISCT) has become part of the repertoire of specialized decision-oriented theories in the business ethics literature. The intention here is to (1)␣provide a brief overview of the structure and strengths of ISCT; (2) identify recurring themes in the extensive commentary on the theory including brief mention of how ISCT has been applied outside the business ethics literature; (3) describe where research appears to be headed; and (4) specify challenges faced by those (...) who seek to reform ISCT. Key themes in the critiquing literature relate to (a) the identification process for hypernorms; (b) justification of the recognition of hypernorms; (c) proposals for considering meso or meta norms; (d)␣clarification of the relationship between stakeholder concepts and ISCT; (e) problems with potentially unoccupied moral free space; (f) sources of ethical obligation within the ISCT framework; and (g) the potential role for concepts of stakeholder dialogue and engagement. (shrink)

ABSTRACT:Although business ethicists have theorized frequently about the virtues and vices of employee loyalty, the concept of loyalty remains loosely defined. In this article, we argue that viewing loyalty as a cognitive phenomenon—an attitude that resides in the mind of the individual—helps to clarify definitional inconsistencies, provides a finer-grained analysis of the concept, and sheds additional light on the ethical implications of loyalty in organizations. Specifically, we adopt the psychological contract perspective to analyze loyalty's cognitive dimensions, and treat loyalty as (...) an individual-level construction of perceived reciprocal obligations. Based upon this perspective, we present a three-tiered framework of loyalty that provides a psychologically informed definition of the concept, specifies the variety of obligation types that loyalty can imply, and anticipates the potential for asymmetrical loyalty configurations between employers and employees. We use the framework to articulate moral issues associated with both symmetrical and asymmetrical loyalty configurations and discuss the implications of the framework for theory and practice. (shrink)

The current literature in business ethics is tending toward an unacknowledged moral pluralism, with all the problems this position entails. An adequate moral pluralism cannot be achieved by a synthesis of existing theoretical alternatives for moral action. Rather, what is needed is a radical reconstruction of the understanding of the moral situation that undercuts some of the traditional dichotomies, provides a solid philosophical grounding which is inherently pluralistic, and offers a new understanding of what it is to think morally. The (...) philosophical position of American pragmatism, as briefly sketched in this paper, offers one such possible reconstruction. (shrink)

The papers by Mele, Randels, and Schrag call attention to the proper work that the concept of loyalty can perform. All threeauthors argue that loyalty is not taken seriously enough in modern corporations. As Mele, Randels, and Schrag independently ascribespecial status to the concept of loyalty, their analyses converge along numerous conceptual margins. Along these margins, a singularconception of loyalty comes into focus. Along these margins, we can see Simultaneously why each author assigns extraordinary status to loyalty and why, ironically, (...) each turns the special concept of loyalty over to the service of conventional management thinking. Mele,Randels, and Schrag leave it for us to ponder whether this ironic twist is unique to the concept of loyalty. (shrink)