Results for 'employee self-expectation'

983 found
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  1.  27
    Leader expectations facilitate employee pro‐environmental behavior.Qi Nie, Jian Peng & Guangyu Yu - 2023 - Business Ethics, the Environment and Responsibility 32 (2):555-569.
    Faced with increasing global environmental problems, organizational scholars and practitioners have increasingly considered how to promote employee pro-environmental behavior. This research seeks to expand our understanding of the facilitators of employee pro-environmental behavior from the perspective of leader expectations. Drawing on behavioral confirmation theory, we propose that leader pro-environmental expectations are expressed in active support for the environment, which subsequently facilitates employee pro-environmental behavior, thus rising to meet the leader's initial expectations. Furthermore, we argue that the above (...)
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  2.  48
    The Employee as 'Dish of the Day': The Ethics of the Consuming/Consumed Self in Human Resource Management. [REVIEW]Karen Dale - 2012 - Journal of Business Ethics 111 (1):13-24.
    This article examines the ethical implications of the growing integration of consumption into the heart of the employment relationship. Human resource management (HRM) practices increasingly draw upon the values and practices of consumption, constructing employees as the 'consumers' of 'cafeteria-style' benefits and development opportunities. However, at the same time employees are expected to market themselves as items to be consumed on a corporate menu. In relation to this simultaneous position of consumer/consumed, the employee is expected to actively engage in (...)
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  3.  30
    When Employees Retaliate Against Self-Serving Leaders: The Influence of the Ethical Climate.Stijn Decoster, Jeroen Stouten & Thomas M. Tripp - 2019 - Journal of Business Ethics 168 (1):195-213.
    Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader. We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods, we predict and find evidence that (...)
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  4.  15
    Perceived greenwashing and employee green behavior: The roles of green organizational identity and self‐serving leadership.Yufei Ma, Shuming Zhao, Jiaxi Chen, Chenhong Hu & Jiaojiao Qu - forthcoming - Business Ethics, the Environment and Responsibility.
    Greenwashing has become a common way in which many enterprises address expectations related to corporate social responsibility. As an abnormal and fake type of social responsibility behavior, greenwashing causes many problems, thus highlighting the importance of exploring the impact of corporate greenwashing. However, previous studies have mainly examined the impacts of greenwashing on enterprises, industry, and society, and the impact of greenwashing on individual employee behavior, which is important with regard to the sustainability of the enterprise, remains limited. The (...)
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  5. To Thine Own Self Be True? Employees’ Judgments of the Authenticity of Their Organization’s Corporate Social Responsibility Program.Lindsay McShane & Peggy Cunningham - 2012 - Journal of Business Ethics 108 (1):81-100.
    Despite recognizing the importance of developing authentic corporate social responsibility (CSR) programs, noticeably absent from the literature is consideration for how employees distinguish between authentic and inauthentic CSR programs. This is somewhat surprising given that employees are essentially the face of their organization and are largely expected to act as ambassadors for the organization’s CSR program (Collier and Esteban in Bus Ethics 16:19–33, 2007 ). The current research, by conducting depth interviews with employees, builds a better understanding of how employees (...)
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  6.  64
    Organisational Control and the Self: Critiques and Normative Expectations.Karin Helen Garrety - 2008 - Journal of Business Ethics 82 (1):93-106.
    This article explores the normative assumptions about the self that are implicitly and explicitly embedded in critiques of organisational control. Two problematic aspects of control are examined – the capacity of some organisations to produce unquestioning commitment, and the elicitation of ‹false’ selves. Drawing on the work of Rom Harré, and some examples of organisational-self processes gone awry, I investigate the dynamics involved and how they violate the normative expectations that we hold regarding the self, particularly its (...)
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  7.  28
    When and How Underdog Expectations Promote Cheating Behavior: The Roles of Need Fulfillment and General Self-efficacy.Thomas M. Tripp, Kristine M. Kuhn, Zhiyu Feng & Teng Iat Loi - 2021 - Journal of Business Ethics 181 (2):375-395.
    AbstractExtant research has demonstrated that underdog expectations—individuals’ perceptions that others view them as unlikely to succeed—can have positive implications for motivating performance. In this paper, we draw on self-determination theory to examine how and when underdog expectations can have detrimental consequences for both the employee and the organization. Specifically, we propose that underdog expectations can decrease employees’ need fulfillment, which in turn leads to more cheating behavior. Furthermore, we theorize that the indirect effect of underdog expectations on cheating (...)
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  8.  82
    Against Mother's Day and Employee Appreciation Day and Other Representations of Oppressive Expectations as Opportunities for Excellence and Beneficence.Adrienne M. Martin - 2021 - Pacific Philosophical Quarterly 102 (1):126-146.
    Appreciation and gratitude get good press: They are central virtues in many religious and secular ethical frameworks, core in positive psychology research, and they come highly recommended by the self‐improvement set. Generally, appreciation and gratitude feature as good things, in popular consciousness. Of course, on an Aristotelian model, the belief that these are virtues implies they are something people can get right or wrong. This paper examines bad appreciation and bad gratitude, characterizing forms of appreciation and gratitude at the (...)
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  9.  13
    Strengths-Based Job Crafting and Employee Creativity: The Role of Job Self-Efficacy and Workplace Status.Zheng Yang, Pingqing Liu & Zunkang Cui - 2021 - Frontiers in Psychology 12.
    While argued to be fostering creativity, the effect of job crafting on creativity often turned out to be less effective than expected. The reason is that most existing studies focused on the top-down job design interventions. We proposed an elaborated theoretical model to explain the influence of strengths-based job crafting on employee creativity. Specifically, we examined the mediating effect of job self-efficacy and the moderating effect of workplace status based on self-affirmation theory. A sample of 480 employees (...)
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  10.  26
    Do ethical leaders enhance employee ethical behaviors?: Organizational justice and ethical climate as dual mediators and leader moral attentiveness as a moderator--Evidence from Iraq's emerging market.Hussam Al Halbusi, Thomas Li-Ping Tang, Kent A. Williams & T. Ramayah - 2022 - Asian Journal of Business Ethics 11 (1):105-135.
    Corruption devours profits, people, and the planet. Ethical leaders promote ethical behaviors. We develop a first-stage moderated mediation theoretical model, explore the intricate relationships between ethical leadership and employee ethical behaviors, and treat ethical climate and organizational justice as dual mediators and leaders’ moral attentiveness as a moderator. We investigate leadership from two perspectives—leaders’ self-evaluation of moral attentiveness and members’ perceptions of ethical leadership. We theorize: These dual mediation mechanisms are more robust for high moral leaders than low (...)
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  11.  35
    Unintended Negative Effects of the Legitimacy-Seeking Behavior of Social Enterprises on Employee Attitudes.Seung Yun Lee, Donghoon Shin, Seong Hoon Park & Shomi Kim - 2018 - Frontiers in Psychology 9:388568.
    In an emerging field such as social enterprise, it is important for an organization to secure legitimacy to obtain resources and sustain its business. Specifically, when a government distributing subsidies does not have adequate information to decide which organization is trustworthy, it is the legitimacy-seeking activities of social enterprise that decides who receives a subsidy; this, in turn, decides which organization will survive. One of the most effective ways to gain legitimacy is to explicitly emphasize in the public promotion that (...)
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  12.  65
    The influence of organizational expectations on ethical decision making conflict.Randi L. Sims & Thomas L. Keon - 2000 - Journal of Business Ethics 23 (2):219 - 228.
    This study considers the ethical decision making of individual employees and the influence their perception of organizational expectations has on employee feelings about the decision making process. A self-administered questionnaire design was used for gathering data in this study, with a sample size of 245 full-time employees. The match between the ethical alternative chosen by the respondent and that alternative perceived to be encouraged by his/her organization was found to be significantly related to both feelings of discomfort and (...)
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  13.  94
    Self–Interest and Business Ethics: Some Lessons of the Recent Corporate Scandals.Thomas L. Carson - 2003 - Journal of Business Ethics 43 (4):389 - 394.
    The recent accounting scandals at Enron, WorldCom, and other corporations have helped to fuel a massive loss of confidence in the integrity of American business and have contributed to a very sharp decline in the U.S. stock market. Inasmuch as these events have brought ethical questions about business to the forefront in the media and public consciousness as never before, they are of signal importance for the field of business ethics. I offer some observations and conjectures about the bearing of (...)
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  14.  38
    Both Sides of the Coin: Motives for Corruption Among Public Officials and Business Employees.Madelijne Gorsira, Adriaan Denkers & Wim Huisman - 2018 - Journal of Business Ethics 151 (1):179-194.
    The aim of this study is to better understand why public officials and business employees engage in corruption. Insight into individual-level explanations for corruption was obtained with the aid of a self-report survey. The results suggest that the most indicative factors of whether or not individuals are corruption-prone are as follows: the moral conviction they have to refrain from corruption; perceptions of whether their colleagues approve of and engage in corruption; and difficulties experienced in complying with the rules on (...)
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  15.  24
    How Lack of Integrity and Tyrannical Leadership of Managers Influence Employee Improvement-Oriented Behaviors.Jean-Sébastien Boudrias, Vincent Rousseau & Denis Lajoie - 2020 - Journal of Business Ethics 172 (3):487-502.
    This study investigates how lack of perceived organizational integrity by managers negatively affects bottom-up improvement-oriented behaviors at lower hierarchical levels. It is expected that expressions of tyrannical leadership by the manager, a self-serving type of leadership, will mediate the relation between POI and job improvement behaviors. Further, this study investigates the role of mimicry of manager behaviors and of other supervisor’s responses to understand how manager tyrannical leadership effect is carried through to the lowest level. Our initial postulate is (...)
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  16.  5
    Ethical Leadership as a Driver of Supervisor Technical and Social Effectiveness: A Triple Helix for Cultivating Employees' Sense of Purpose.Hussam Al Halbusi, Pablo Ruiz-Palomino, Jorge Linuesa-Langreo & Germán Scalzo - forthcoming - Business Ethics, the Environment and Responsibility.
    A sense of purpose is generated when individuals perceive an authentic connection between their work and a broader transcendent life purpose beyond the self. Academics have shown significant positive effects of this driving force in life for employees and organizations, and thus the literature demands studies that analyze its antecedents, i.e., the potential factors that shape an individual's sense of purpose in life. Following an Aristotelian approach to virtue ethics in business, we analyze (1) whether ethical leadership enhances the (...)
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  17.  27
    When Leaders Acknowledge Their Own Errors, Will Employees Follow Suit? A Social Learning Perspective.Kaili Zhang, Bin Zhao & Kui Yin - 2024 - Journal of Business Ethics 189 (2):403-421.
    The literature on error sharing has focused on employees’ cost–benefit assessment to predict whether employees will disclose self-made errors. Our study advances this line of research by adopting a different theoretical lens and examining leaders’ role in promoting employee error sharing. Drawing primarily upon social learning theory, we expected that when team leaders openly talk about their own errors within teams, through their behavior, they would set an example for team members and encourage members’ error sharing with team (...)
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  18.  26
    Vulnerable Workers’ Employability Competences: The Role of Establishing Clear Expectations, Developmental Inducements, and Social Organizational Goals.Mieke Audenaert, Beatrice Van der Heijden, Neil Conway, Saskia Crucke & Adelien Decramer - 2020 - Journal of Business Ethics 166 (3):627-641.
    Using an ethical approach to the study of employability, we question the mainstream approach to career self-direction. We focus on a specific category of employees that has been neglected in past research, namely vulnerable workers who have been unemployed for several years and who have faced multiple psychosocial problems. Building on the Ability-Motivation-Opportunity model, we examine how establishing clear expectations, developmental inducements, and social organizational goals can foster employability competences of vulnerable workers. Our study took place in the particularly (...)
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  19.  35
    One Must Know It! A Personal Argument for Self-Regulation and Responsible Entrepreneurship.Verner C. Petersen - 2008 - Philosophy of Management 6 (3):159-172.
    ‘Isn’t it clear that a man must have the right to warn the majority, to argue with the majority, to fight with the majority if he believes he holds the truth? Before many can know something, one must know it!’ The words are Dr Stockman’s of An Enemy of the People1 and in a competitive market building upon a Smithian self-interest there might seem to be no room for people like him. Whatever the personal attitudes of the owners, managers (...)
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  20. Spiritual Leadership as a Paradigm for Organizational Transformation and Recovery from Extended Work Hours Cultures.Louis W. Fry & Melanie P. Cohen - 2009 - Journal of Business Ethics 84 (2):265 - 278.
    Various explanations are offered to explain why employees increasingly work longer hours: the combined effects of technology and globalization; people are caught up in consumerism; and the "ideal worker norm," when professionals expect themselves and others to work longer hours. In this article, we propose that the processes of employer recruitment and selection, employee self-selection, cultural socialization, and reward systems help create extended work hours cultures (EWHC) that reinforce these trends. Moreover, we argue that EWHC organizations are becoming (...)
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  21.  20
    The Influence of Creative Personality and Goal Orientation on Innovation Performance.Keqiucheng Zhou - 2021 - Frontiers in Psychology 12.
    The complexity and challenges of the external environment accelerate the awakening of the new generation of enterprise employees’ self-consciousness. Facing the continuous expansion of the information-based work mode, the traditional management mechanism of enterprises has a more limited impact on employee performance. Based on the goal-oriented theory, developing and excavating the creative personality traits of employees, making full use of goal-oriented behavior to improve their own innovation performance management path, are expected to become a new path to continuously (...)
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  22.  18
    How Workaholic Leadership Affects Employee Self-Presentation: The Role of Workplace Anxiety and Segmentation Supplies.Qi Zeng & Xin Liu - 2022 - Frontiers in Psychology 13.
    In an increasingly competitive and performance-oriented society, workaholic leadership is becoming increasingly common and is even embraced and supported by many organizations. However, previous studies have not paid sufficient attention to the impact of workaholic leadership on employee psychology and behavior. This study, based on the conservation of resources theory, explores the effect of workaholic leadership on employee self-presentation. Through an empirical analysis of 256 employees’ questionnaires, we found a significant positive impact between workaholic leaders and (...) self-presentation. This process was achieved through the partly mediating mechanisms of employee workplace anxiety. Concurrently, segmentation supplies negatively moderated the relationship between workplace anxiety and self-presentation and the overall mediating mechanism. These findings provide important insights into the underlying mechanisms of workaholic leadership and employee behavior, which can be utilized to improve employee wellbeing and provide positive organizational outcomes. (shrink)
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  23.  26
    The Impact of Challenge and Hindrance Stressors on Thriving at Work Double Mediation Based on Affect and Motivation.Yi Yang & Xiang Li - 2021 - Frontiers in Psychology 12:613871.
    Although the relationship between stressors and thriving at work has been established, the linkage between them is still in the early stages of theory development. This study proposed a two-path model, based on Lepine’s stressors-performance model, to analyze the effects of the stressors on the thriving at work. Two complementary mediating paths were proposed, i.e., affective strain (positive affect) and motivation (self-efficacy), which were explained using affective events theory and expectancy theory, respectively. Based on the empirical data from 233 (...)
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  24.  28
    Punishing Non‐Conscientious Disobedience: Is the Military a Rogue Employer?Ned Dobos - 2015 - Philosophical Forum 46 (1):105-119.
    In many countries the military still threatens to punish personnel that disobey orders for the sake of self‐preservation. The Uniform Code of Military Justice (UCMJ) in the U.S., for instance, makes it a crime for a soldier to refuse a directive from a superior unless what that order requires is “patently unlawful”. This qualification is usually interpreted narrowly to cover orders to commit war crimes or to victimize civilians, not orders that would require sacrifice of life or limb. In (...)
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  25.  30
    Will the collapse of the american dream lead to a decline in ethical business behavior.Gayle Porter - 1998 - Journal of Business Ethics 17 (15):1669-1678.
    This study compares employee attitudes to their reports of whether they consider their socio-economic status to be higher, the same, or lower than that of their parents. The premise of the research was based on the apparent deterioration of the expectation that each generation will live in greater economic comfort than their parents, referred to as a vital component of the American dream. Where this pattern of socio-economic progress has been interrupted, it may relate to certain attitudes. These (...)
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  26.  27
    Career Success Criteria Clarity as a Predictor of Employment Outcomes.Lu Xin, Wenxia Zhou, Mengyi Li & Fangcheng Tang - 2020 - Frontiers in Psychology 11:514288.
    Drawing on the goal-setting theory and social cognitive career theory (SCCT), this study empirically proposes an operational definition of career success criteria clarity (CSCC) and further explores its impact on career satisfaction, person–job fit, and subjective well-being through the mediating role of career decision-making self-efficacy (CDSE). A pilot study of 231 samples showed that the CSCC scale had good reliability and validity. To further test the effects of CSCC on crucial employment outcomes, as well as the mediating role of (...)
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  27.  30
    Employer Loyalty: The Need for Reciprocity.Kemi Ogunyemi - 2014 - Philosophy of Management 13 (3):21-32.
    Responsibilities towards employees constitute a recognised general subject area in the field of business ethics. Thus, research has been done regarding respecting employees’ rights to fairness in dismissal procedures, to their privacy, to a fair wage, etc. Employee loyalty has also been shown to be very important both in management literature and in legal debate but much less attention has been given to employer loyalty which could be one of the responsibilities of an employer to his or her (...). Rather, some confusion regarding the nature of loyalty has at times led to suggestions that loyalty should be replaced by self-interest. However, scholars who favour this view usually do so in reaction to the one-sidedness of loyalty expectations. This paper proposes that loyalty is a duty that employers also owe their employees, based on the reciprocal nature of certain rights and duties within human relationships and an understanding of psychological contracts. Thus the paper argues that loyalty should be a mutual expectation between the parties rather than unidirectional. In fact, employer loyalty enriches the employers themselves in terms of their human fulfilment, since it is a human virtue, and leads to employee loyalty response, which then impacts the bottom-line.The paper’s content is also important insofar as it could contribute to building ethical duty foundations for employers in developing countries where weak regulatory environments combine with the harshness of the economy to make it an employers’ world and make instances of unfairness towards employees common. (shrink)
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  28.  27
    Making High Committed Workplaces by Strong Organizational Values.Zoltán Krajcsák - 2018 - Journal of Human Values 24 (2):127-137.
    Organizational values determine the behaviour and norms expected in the organization. The more similar the attitude, the way of thinking and the value system among organizational members the stronger the culture is. The characteristics of personality can be well modelled with the concept of self-evaluation. The purpose of this article is to create a theoretical framework that reveals the relationships between self-evaluation dimensions, organizational values and employees’ commitment dimensions. Based on the results, affective commitment is supported by a (...)
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  29.  19
    Failing Is Derailing: The Underperformance as a Stressor Model.Shani Pindek - 2020 - Frontiers in Psychology 11:556572.
    Job performance and job stress are widely studied phenomena in occupational research. However, most of the literature on the relationship between work stress and job performance conceptualizes job stress as an antecedent of performance, in line with the stress-performance framework, and does not examine what happens to the well-being of the employees after the performance was appraised as poor. In the current theoretical paper, I argue that task underperformance is a source of stress (i.e., stressor) for the employee, and (...)
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  30. The Influence of Collegiate and Corporate Codes of Conduct on Ethics-Related Behavior in the Workplace.Kenneth D. Butterfield - 1996 - Business Ethics Quarterly 6 (4):461-476.
    Codes of conduct are viewed here as a community’s attempt to communicate its expectations and standards of ethical behavior. Many organizations are implementing codes, but empirical support for the relationship between such codes and employee conduct is lacking. We investigated the long term effects of a collegiate honor code experience as well as the effects of corporate ethics codes on unethical behavior in the workplace by surveying alumni from an honor code and a non-honor code college who now work (...)
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  31.  32
    Overall justice and supervisor conscientiousness: Implications for ethical leadership and employee self‐esteem.Darryl B. Rice, Nicole C. J. Young, Devante Johnson, Rayshawn Walton & Sydney Stacy - 2020 - Business Ethics: A European Review 29 (4):856-869.
    Business Ethics: A European Review, EarlyView.
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  32.  37
    The Effect of Fairness, Responsible Leadership and Worthy Work on Multiple Dimensions of Meaningful Work.Marjolein Lips-Wiersma, Jarrod Haar & Sarah Wright - 2020 - Journal of Business Ethics 161 (1):35-52.
    The present study extends the meaningful work and ethics literature by comparing three ethics-related antecedents. The second contribution of this paper is that in using a multi-dimensional MFW construct we offer a more fine-tuned understanding of the impact of ethical antecedents on different dimensions of MFW, such as expressing full potential and integrity with self. Using an international data set from 879 employees and structural equation modelling, we confirmed an updated seven-dimension Comprehensive Meaningful Work Scale. The structural model found (...)
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  33.  66
    Locus of Control and the Moral Reasoning of Managers.Almerinda Forte - 2005 - Journal of Business Ethics 58 (1-3):65-77.
    Rotter’s theory of internal-external locus of control evolved from Carl Jung’s work. In Psychological Types (1923), Jung defined two opposing tendencies in personality introversion and extroversion. While both tendencies are present in all individuals, one tends to dominate the other. The internal–external control construct was conceived as a generalized expectancy to perceive reinforcement either as contingent upon one’s own behaviors (internal control) or as the result of forces beyond one’s control, such as chance, fate, or powerful others (external control) (Lefcourt, (...)
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  34.  72
    Relationships Between Machiavellianism, Organizational Culture, and Workplace Bullying: Emotional Abuse from the Target’s and the Perpetrator’s Perspective.Irena Pilch & Elżbieta Turska - 2015 - Journal of Business Ethics 128 (1):83-93.
    Exposure to bullying at work is a serious social stressor, having important consequences for the victim, the co-workers, and the whole organization. Bullying can be understood as a multi-causal phenomenon: the result of individual differences between workers, deficiencies in the work environment or an interaction between individual and situational factors. The results of the previous studies confirmed that some characteristics within an individual may predispose to bullying others and/or being bullied. In the present study, we intend to clarify the relationships (...)
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  35.  27
    CEO Stakeholder Attitudes and Corporate Social Activity in the Fortune 500.Linda D. Lerner & Gerald E. Fryxell - 1994 - Business and Society 33 (1):58-81.
    Various corporate social activities were regressed on self-report measures of stakeholder-orientations from 220 CEOs from large Fortune 500 industrial and service firms. Overall, the relationship between who CEOs say is important and corporate activities toward those stakeholders is much weaker than anticipated. Of the expected relationships, only corporate philanthropy was positively related to CEO community orientation. The few other significant findings were less straightforward. Return on equity (ROE) of the company was related to the CEO's customer orientation rather than (...)
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  36. Loyalty in business?John Corvino - 2002 - Journal of Business Ethics 41 (1-2):179 - 185.
    Discussions of loyalty in business typically assume that employees have a prima facieduty of loyalty to their companies, one that sometimes conflicts with other duties, such as the duty to blow the whistle in response to dangerous or unethical practices. Ronald Duska, however, denies the existence of any such duty. According to Duska, one does not have an duty of loyalty to a company, even a prima facieone, because companies are not proper objects of loyalty. He bases this conclusion on (...)
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  37.  17
    Restructuring Interlinked With Employer and Corporate Branding Amidst COVID-19: Embodying Crowdsourcing.Raja Irfan Sabir, Muhammmad Nazvi, Muhammad Bilal Majid, Hamid Mahmood, Khurram Abbas & Sobia Bano - 2022 - Frontiers in Psychology 13.
    The COVID-19 pandemic is an unprecedented time in history. Surrounding this pandemic are many enormous uncertainties across the globe. Severe consequences have assessed for the incomes of almost 84% of employers and 68% of self-employed who are working and living in countries that are or have went through a phase of closing workplaces. Similarly, the global rate of unemployment is also expected to be increased in the coming years as 54% of employers worldwide are running their businesses in the (...)
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  38.  27
    Marshall, Marx and Modern Times. [REVIEW]B. H. - 1970 - Review of Metaphysics 23 (4):744-745.
    This text was originally delivered as the Marshall Lectures in Cambridge in 1967-1968 and one would expect that Alfred Marshall, the great economist of the liberal tradition, would come off the better in comparison with Karl Marx. The expectation is not disappointed, but in the end Kerr finds both Marshall and Marx equally irrelevant to the problems of the contemporary world. The liberalism and socialism which helped shape the modern world now stand historically exhausted. The formative influence in the (...)
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  39. Determinants of ethical decision making: The relationship of the perceived organizational environment. [REVIEW]Randi L. Sims & Thomas L. Keon - 1999 - Journal of Business Ethics 19 (4):393 - 401.
    This study attempts to help explain the ethical decision making of individual employees by determining how the perceived organizational environment is related to that decision. A self- administered questionnaire design was used for gathering data in this study with a sample size of 245 full-time employees. Perceived supervisor expectation, formal policies, and informal policies were used to assess the expressed ethical decision of the respondents. The findings indicate that the perceived organizational environment is significantly related to the ethical (...)
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  40.  13
    Profane Pregnant Bodies Versus Sacred Organizational Systems: Exploring Pregnancy Discrimination at Work (R2).Caroline Gatrell, Jamie J. Ladge & Gary N. Powell - 2024 - Journal of Business Ethics 192 (3):527-542.
    This paper explores how pregnancy discrimination at work is perceived by both employers and pregnant employees. Using a public, qualitative dataset collected by the UK Equality and Human Rights Commission that offers perspectives from both employers and pregnant employees, we explore the unfair and unethical treatment of pregnant employees at work. Our findings show how pregnant workers are expected to conform with workplace systems that are treated as sacred. We suggest that employer valorization of the mythical figure of ‘ideal worker’ (...)
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  41.  18
    (1 other version)Supporting Double Duty Caregiving and Good Employment Practices in Health Care Within an Aging Society.Sarah I. Detaille, Annet de Lange, Josephine Engels, Mirthe Pijnappels, Nathan Hutting, Eghe Osagie & Adela Reig-Botella - 2020 - Frontiers in Psychology 11.
    Background: Due to the aging society the number of informal caregivers is growing. Most informal caregivers are women working as nurses within a health organization and they have a high risk of developing mental and physical exhaustion. Until now little research attention has been paid to the expectations and needs of double duty caregivers and the role of self-management in managing private-work balance.Objective: The overall aim of this study was to investigate the expectations and needs of double duty caregivers (...)
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  42.  64
    The creation of equals.Stephen Burwood - 2009 - Journal of Philosophy of Education 43 (4):485-506.
    Karl Jaspers argued that academics must be prepared to accept, perhaps even to welcome, the fact that most students 'will learn next to nothing' from a university education. In this paper I shall argue that, while Jaspers' model is unpersuasive as an ideal and inaccurate as a description, there is an uncomfortable truth lurking behind his forthright but gloomy conclusion; viz., that university teaching pays little direct attention to the needs of the student in the wider world (i.e. to the (...)
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  43. Motivating employees to act ethically: An expectancy theory approach. [REVIEW]Robert S. Fudge & John L. Schlacter - 1999 - Journal of Business Ethics 18 (3):295 - 304.
    Employees face an array of moral issues in their everyday decision making. Environmental concerns, employee and community welfare, and the interests of other companies (competitors, customers, and suppliers) are only a few examples. Yet, businesses do not always address the issue of how employees should assess the moral import of their actions and incorporate these considerations into their decisions. As a result, moral considerations are often ignored, leading to unethical practices which may hurt the long-term interests of the company. (...)
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  44.  9
    Life insurance salespeople linking work stressors to proactive behaviors by passion: Servant leadership as a moderator.Aijun Weng, Lingjun Zhou & Fufu Sun - 2022 - Frontiers in Psychology 13.
    As the main sales force of life insurance companies, salespeople have accounted for more than 50% of life insurance sales channels over the years, playing a pivotal role in the development of the industry. Since the adoption of the model of employment at an agency, the commission income of life insurance salespeople has largely relied on their sales volume, which requires employee proactivity under a great number of stressors. However, because previous studies have analyzed stressors in a single dimension, (...)
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  45.  60
    Applying the Randomized Response Technique in Business Ethics Research: The Misuse of Information Systems Resources in the Workplace.Ray S. W. Chung, Mike K. P. So & Amanda M. Y. Chu - 2018 - Journal of Business Ethics 151 (1):195-212.
    Mitigating response distortion in answers to sensitive questions is an important issue for business ethics researchers. Sensitive questions may be asked in surveys related to business ethics, and respondents may intend to avoid exposing sensitive aspects of their character by answering such questions dishonestly, resulting in response distortion. Previous studies have provided evidence that a surveying procedure called the randomized response technique is useful for mitigating such distortion. However, previous studies have mainly applied the RRT to individual dichotomous questions in (...)
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  46.  19
    Learning, Spirituality and Management.K. Cochrane - 2000 - Journal of Human Values 6 (1):1-14.
    The paper explores the relationship between learning, spirituality and management. The American philoso pher Gregory Bateson's theory on categories of learning provides the backdrop for the analysis and this is compared with a model of spiritual development developed by S.K. Chakraborty from the Indian Institute of Management in Calcutta. These two models propose that spiritual development is linked with both learning and existence, but only those forms of learning and existence which are subjective in nature and inspire the learner to (...)
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  47.  19
    Etyka zawodowa w rachunkowości.Małgorzata Garstka - 2023 - Annales. Ethics in Economic Life 17 (1):61-72.
    Recently we have observed the high volatility and complexity of law and business transactions, as well as the assumption of prepared valuations and self-shaping principles in accounting. Greater independence in a changing environment increases the risk of unethical behaviour. There have been many cases of negative behaviour in accounting, known as a creative, aggressive or fraudulent accounting. Responsibility for bankruptcy and financial failures was pinned on accounting, which shattered the reputation of the accountants concerned. Professional requirements for accountants are (...)
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  48.  22
    To Leave or Not to Leave? A Multi-Sample Study on Individual, Job-Related, and Organizational Antecedents of Employability and Retirement Intentions.Pascale M. Le Blanc, Maria C. W. Peeters, Beatrice I. J. M. Van der Heijden & Llewellyn E. van Zyl - 2019 - Frontiers in Psychology 10:474977.
    In view of the aging and dejuvenation of the working population and the expected shortages in employees’ skills in the future, it is of utmost importance to focus on older workers’ employability in order to prolong their working life until, or even beyond, their official retirement age. The primary aim of the current study was to examine the relationship between older workers’ employability (self-)perceptions and their intention to continue working until their official retirement age. In addition, we studied the (...)
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  49.  21
    ‘Other-wise’ Organizing. A Levinasian Approach to Agape in Work and Business Organisations.Harry Hummels & Patrick Nullens - 2022 - Humanistic Management Journal 7 (2):211-232.
    Humanistic management emphasises the importance of respecting humanity in and through meaningful work within organisations. In this paper we introduce a Levinasian approach to organising. Levinas argues that the Other appeals to us and allows us to take responsibility towards the Other – i.c. an employee, a customer, a supplier, etcetera. In this article our focus is on employees. By taking the Other as a starting point of his reflections, Levinas helps to transform the organisation and management of work (...)
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  50.  20
    Compensation Preferences: The Role of Personality and Values.Amanda M. Julian, Onno Wijngaard & Reinout E. de Vries - 2021 - Frontiers in Psychology 12.
    The present study investigated relations between personality and values on the one hand and compensation preferences on the other. We hypothesized that HEXACO Honesty-Humility and self-transcendence versus self-enhancement values predict preference for higher relative compensation level and that HEXACO Openness to Experience and openness to change versus conservation values predict preference for compensation variability. Furthermore, we expected perceived utility of money and risk aversion to mediate the respective relations. The hypotheses were tested using a sample of 2,210 employees (...)
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