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  1. Reexaminating perceived ethics issues and ethics roles among employment managers.Carolyn Wiley - 1998 - Journal of Business Ethics 17 (2):147-161.
    This paper reexamines the perceived ethical issues and roles of employment managers based on their responses to a recent "Ethical Issues in Human Resource Management Survey." This research addresses five major questions including: 1) Whether employment managers' perceptions of the factors influencing unethical behavior vary according to gender, job position, and company size, 2) What are the perceived frequency and seriousness of misconduct among HR functional areas, 3) Whether groups of employment managers (i.e., males and females) vary significantly in their (...)
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  • The relationship between ethics and job satisfaction: An empirical investigation. [REVIEW]Scott J. Vitell & D. L. Davis - 1990 - Journal of Business Ethics 9 (6):489 - 494.
    The relationship between ethics and job satisfaction for MIS professionals is examined empirically. Five dimensions of job satisfaction are examined: (1) satisfaction with pay, (2) satisfaction with promotions, (3) satisfaction with co-workers, (4) satisfaction with supervisors and (5) satisfaction with the work itself. These dimensions of satisfaction are compared to top management's ethical stance, one's overall sense of social responsibility and an ethical optimism scale (i.e., the degree of optimism that one has concerning the positive relationship between ethics and success (...)
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  • The influence of ethical fit on employee satisfaction, commitment and turnover.Randi L. Sims & K. Galen Kroeck - 1994 - Journal of Business Ethics 13 (12):939 - 947.
    This study examines the influence of ethical fit on employee attitudes and intentions to turnover. The results of this investigation provides support for the conjecture that ethical work climate is an important variable in the study of person-organization fit. Ethical fit was found to be significantly related to turnover intentions, continuance commitment, and affective commitment, but not to job satisfaction. Results are discussed in regard to some of the affective and cognitive distinctions among satisfaction, commitment, and behavioral intentions.
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  • Leaders as moral role models: The case of John gutfreund at Salomon Brothers. [REVIEW]Ronald R. Sims & Johannes Brinkman - 2002 - Journal of Business Ethics 35 (4):327-339.
    The paper describes and discusses unethical behavior in organizations, as a result of (interacting) disputable leadership and ethical climate. This paper presents and analyzes the well-known bond trading scandal at Salomon Brother to demonstrate the development of an unethical organizational culture under the leadership of John Gutfreund. The paper argues that leaders shape and reinforce an ethical or unethical organizational climate by what they pay attention to, how they react to crises, how they behave, how they allocate rewards, and how (...)
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  • Perceived integrity of transformational leaders in organisational settings.Ken W. Parry & Sarah B. Proctor-Thomson - 2002 - Journal of Business Ethics 35 (2):75 - 96.
    The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ). In a national sample of (...)
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  • The link between organizational ethics and job satisfaction: A study of managers in singapore. [REVIEW]Hian Chye Koh & El'fred H. Y. Boo - 2001 - Journal of Business Ethics 29 (4):309 - 324.
    Based on a survey of 237 managers in Singapore, three measures of organizational ethics (namely, top management support for ethical behavior, the organization''s ethical climate, and the association between ethical behavior and career success) are found to be associated with job satisfaction. The link between organizational ethics and job satisfaction is argued from Viswesvaran et al.''s (1998) organizational justice and cognitive dissonance theories. The findings imply that organizational leaders can favorably influence organizational outcomes by engaging in, supporting and rewarding ethical (...)
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  • Ethics, character, and authentic transformational leadership.Bernard M. Bass & Paul Steidlmeier - manuscript
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  • Job satisfaction as a function of top management support for ethical behavior: A study of indian managers. [REVIEW]Chockalingam Viswesvaran, Satish P. Deshpande & Jacob Joseph - 1998 - Journal of Business Ethics 17 (4):365 - 371.
    Based on organizational justice theories and cognitive dissonance theories, the authors hypothesized that: (a) perceived top management support for ethical behaviors will be positively correlated with all facets of job satisfaction (supervision, pay, promotion, work, co-workers, and overall); and (b) the correlation will be highest with the facet of supervision. Empirical results (n = 77 middle level managers from two organizations in South India) supported only the second hypothesis. Implications for managing a global workforce are discussed.
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  • Rebounding from Corruption: Perceptions of Ethics Program Effectiveness in a Public Sector Organization.Kathie L. Pelletier & Michelle C. Bligh - 2006 - Journal of Business Ethics 67 (4):359-374.
    We examine the perceived importance of three organizational preconditions theorized to be critical for ethics program effectiveness. In addition, we examine the importance of ethical leadership and congruence between formal ethics codes and informal ethical norms in influencing employee perceptions. Participants from a large southern California government agency completed a survey on the perceived effectiveness of the organization’s ethics program. Results suggest that employee perceptions of organizational preconditions, ethical leadership and informal ethical norms were related to perceptions of ethics program (...)
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  • Support for the use of deception within the work environment: A comparison of israeli and united states employee attitudes. [REVIEW]Randi L. Sims - 2002 - Journal of Business Ethics 35 (1):27 - 34.
    As businesses become more global, the opportunities for employees to work with individuals from different cultures increase. Research in cross-cultural interactions has increased in response to such changes. This research study considers employee attitudes and perceived organizational support for the use of deception within the work environment. In this study, two types of deception have been considered; deception for personal gain and deception for the organization's benefit. The reported likelihood for committing these two types of deception for United States and (...)
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  • The Morality of Everyday Activities: Not the Right, But the Good Thing To Do.Daniel Nyberg - 2008 - Journal of Business Ethics 81 (3):587-598.
    This article attempts to understand and develop the morality of everyday activities in organizations. Aristotle’s concept of phronesis, practical wisdom, is utilized to describe the morality of the everyday work activities at two call centres of an Australian insurance company. The ethnographic data suggests that ethical judgements at the lower level of the organization are practical rather than theoretical; emergent rather than static; ambiguous rather than clear-cut; and particular rather than universal. Ethical codes are of limited value here and it (...)
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  • The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-analysis.Anne L. Davis & Hannah R. Rothstein - 2006 - Journal of Business Ethics 67 (4):407-419.
    Perceived behavioral integrity involves the employee’s perception of the alignment of the manager’s words and deeds. This meta-analysis examined the relationship between perceived behavioral integrity of managers and the employee attitudes of job satisfaction, organizational commitment, satisfaction with the leader and affect toward the organization. Results indicate a strong positive relationship overall (average r = 0.48, p<0.01). With only 12 studies included, exploration of moderators was limited, but preliminary analysis suggested that the gender of the employees and the number of (...)
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  • The effects of organizational and ethical climates on misconduct at work.Yoav Vardi - 2001 - Journal of Business Ethics 29 (4):325 - 337.
    Questionnaire data obtained from 97 supervisory and nonsupervisory employees representing the Production, Production Services, Marketing, and Administration departments of an Israeli metal production plant were used to test the relationship between selected personal and organizational attributes and work related misbehavior. Following Vardi and Wiener''s (1996) framework, Organizational Misbehavior (OMB) was defined as intentional acts that violate formal core organizational rules. We found that there was a significant negative relationship between Organizational Climate and OMB, and between the Organizational Climate dimensions (Warmth (...)
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  • Ethics in Practice: What Are Managers Really Doing?Betty Velthouse & Yener Kandogan - 2007 - Journal of Business Ethics 70 (2):151-163.
    This study asked managers with different educational backgrounds and experience from a variety of industries of a variety of sizes representing both genders and various predominant managerial functions at different levels to “describe the skills they think are necessary to perform their jobs effectively”. In particular, they were asked to rank 178 behavioral skills presented under 22 different categories that described different aspects of management. Data were then examined first to determine the importance of ethics or integrity overall in the (...)
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