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INDIVIDUAL REACTIONS TO ORGANIZATIONAL ETHICAL FAILURES AND RECOVERY ATTEMPTS: A RECOVERY PARADOX?
Title
INDIVIDUAL REACTIONS TO ORGANIZATIONAL ETHICAL FAILURES AND RECOVERY ATTEMPTS: A RECOVERY PARADOX?.
Creator
Caldwell, James, Schminke, Marshall, University of Central Florida
Abstract / Description
ABSTRACT The vast majority of behavioral ethical research focuses on the antecedents of unethical behavior. Consequently, questions involving the consequences of organizational unethical behavior remain largely unanswered. Therefore, extant business ethics research largely neglects the impacts of organizational unethical behavior on individuals. Moreover, questions involving what organizations can do to correct or recover from having engaged in unethical behavior as well as individual...
Show moreABSTRACT The vast majority of behavioral ethical research focuses on the antecedents of unethical behavior. Consequently, questions involving the consequences of organizational unethical behavior remain largely unanswered. Therefore, extant business ethics research largely neglects the impacts of organizational unethical behavior on individuals. Moreover, questions involving what organizations can do to correct or recover from having engaged in unethical behavior as well as individual responses to those efforts are also mostly ignored. Therefore, the purpose of this study is to investigate the impact of unethical activity on employees and explore organizations that have failed ethically and their attempts at recovery. This study explores two issues. First, how do employees react to organizational unethical behavior (OUB) and to what extent are those reactions dependent on contextual and individual factors? Second, to what extent can organizations recover from the negative impacts of ethical failure? More specifically, is it possible for organizations that fail in their ethical responsibilities to recover such that they are paradoxically "better-off" than their counterparts that never failed in the first place? To explore these issues I review, integrate and draw upon the ethical decision-making and service failure recovery literatures for theoretical support. Empirical testing included two studies. The first was a field study using survey data acquired from the Ethics Resource Center (ERC) in which over 29,000 participants were asked about their perceptions of ethics at work. Second, a supplemental field study was conducted in which 100 employees rated the characteristics of unethical acts (e.g. severity). Results revealed a negative direct effect of severity and controllability of the OUB on perceptions of organizational ethicality and a negative direct effect of controllability of the OUB on organizational satisfaction. Ethical context moderated the relationship between OUB controllability and perceived organizational ethicality. Partial support was found for the moderating effects of ethical context on the relationship between OUB severity and perceived organizational ethicality. Results also supported an ethical failure recovery paradox.
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Date Issued
2009
Identifier
CFE0002655, ucf:48243
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0002655
PERCEIVED ORGANIZATIONAL FORGIVENESS AND PUNITIVE INTENT
Title
PERCEIVED ORGANIZATIONAL FORGIVENESS AND PUNITIVE INTENT.
Creator
Salvador, Rommel, Folger, Robert, University of Central Florida
Abstract / Description
Although management scholars have examined various antecedents of punishment in the workplace, there has been scant research on how perceptions of the organizational context influence decision-making regarding punishment. Building on the work of Cameron and colleagues (Cameron, Bright, & Caza, 2004; Cameron & Caza, 2002), I propose that one's perceived organizational forgiveness – the perception of the extent to which the workplace is forgiving – is negatively related with one&...
Show moreAlthough management scholars have examined various antecedents of punishment in the workplace, there has been scant research on how perceptions of the organizational context influence decision-making regarding punishment. Building on the work of Cameron and colleagues (Cameron, Bright, & Caza, 2004; Cameron & Caza, 2002), I propose that one's perceived organizational forgiveness – the perception of the extent to which the workplace is forgiving – is negatively related with one's punitive intent in response to ethical misconduct. In addition, I identify variables involving the disciplinary agent and the ethical misconduct itself as moderators of this relationship. In a lab study and a field study, I tested the main effect of perceived organizational forgiveness and the moderating effects of these other variables on punitive intent. Data from the lab study provided evidence of the hypothesized main effect and suggested that the effect holds when the disciplinary agent is high in accountability and when the misconduct has resulted in serious damage to the organization. Data from the field study suggested that the negative relationship between perceived organizational forgiveness and punitive intent seemed to hold only when an experience of being forgiven is salient in the mind of the disciplinary agent and there are mitigating circumstances surrounding the ethical misconduct that is the subject of punishment. Surprisingly, the field study results suggested a positive relationship between perceived organizational forgiveness and punitive intent when an experience of being denied forgiveness is salient to the disciplinary agent. The limitations of these studies and potential implications of the findings are then discussed.
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Date Issued
2008
Identifier
CFE0002246, ucf:47867
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0002246
A NEW THEORY AND MEASURE OF ETHICAL WORK CLIMATE: THE PSYCHOLOGICAL PROCESS MODEL (PPM) AND THE ETHICAL CLIMATE INDEX (ECI)
Title
A NEW THEORY AND MEASURE OF ETHICAL WORK CLIMATE: THE PSYCHOLOGICAL PROCESS MODEL (PPM) AND THE ETHICAL CLIMATE INDEX (ECI).
Creator
Arnaud, Anke, Schminke, Marshall, University of Central Florida
Abstract / Description
ABSTRACT With this dissertation I developed a new theory and measure of ethical work climate (EWC). Currently, there exists one dominant theory and measure of EWC developed by Victor and Cullen (1988, 1987). Even though researchers have identified problems with this theory, such as inconsistencies with regard to its limited theoretical scope and troubling psychometric properties, it is the most widely utilized framework for conceptualizing and testing EWC. Therefore, I propose to develop an...
Show moreABSTRACT With this dissertation I developed a new theory and measure of ethical work climate (EWC). Currently, there exists one dominant theory and measure of EWC developed by Victor and Cullen (1988, 1987). Even though researchers have identified problems with this theory, such as inconsistencies with regard to its limited theoretical scope and troubling psychometric properties, it is the most widely utilized framework for conceptualizing and testing EWC. Therefore, I propose to develop an improved theory and measure of EWC, one capable of addressing some of the principle shortcomings of earlier efforts. Building on Rest's (1986, 1979) "Four-Component" model of individual-level ethical decision-making and behavior, I specify four dimensions of EWC necessary for the emergence of ethical behavior: collective moral sensitivity, collective moral judgment, collective moral motivation, and collective moral character. I developed a multidimensional instrument capable of capturing each of these dimensions at the climate level. I anticipate that this theory and instrument will allow researchers to understand EWCs and their impact on attitudes and behaviors more effectively than previous approaches. Chapter 1 reviews the organizational climate and culture literatures, so as to gain a comprehensive understanding of the organizational climate construct in general and how it differs from organizational culture in particular. Chapter 2 includes a review and evaluation the EWC literature. This helped to identify opportunities and suggestions for a new theory and measure of EWC. Chapter 3 describes the development of the new theory of EWCs, the Psychological Process Model, with propositions for future research. Chapter 4 informs about the development of the Ethical Climate Index, the measure used to assess the new theory of EWCs. It describes 3 studies that were used to construct the Ethical Climate Index to measure the ethical work climate dimensions of collective moral sensitivity (12-items), collective moral judgment (10-items), collective moral motivation (8-items), and collective moral character (6-items). Study 1 and 2 resulted in parsimonious and reliable scales for each one of the four dimensions. Results of the 3rd study support convergent and discriminant validity for each one of the scales and suggest that the ECI is a valid and reliable predictor of ethical and unethical behavior. Implications and suggestions for the use of this measure in future research is discussed.
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Date Issued
2006
Identifier
CFE0000918, ucf:46740
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0000918