Results for 'ethical violations and employee supervision'

948 found
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  1.  75
    Supervising the Unethical Selling Behavior of Top Sales Performers: Assessing the Impact of Social Desirability Bias.Joseph A. Bellizzi & Terry Bristol - 2005 - Journal of Business Ethics 57 (4):377-388.
    . This study measures social desirability bias (SD bias) by comparing the level of discipline sales managers believe they would administer when supervising unethical selling behavior with the level of discipline they perceive other sales managers would select. Results indicate the presence of SD bias; the sales manager respondents consistently claimed that they would be stricter while their peers would be more lenient. Using an analytical technique that takes social desirability bias into account, it appears that sales managers use of (...)
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  2.  32
    Employee Humor Can Shield Them from Abusive Supervision.Mingpeng Huang, Dong Ju, Kai Chi Yam, Shengming Liu, Xin Qin & Guangdi Tian - 2023 - Journal of Business Ethics 186 (2):407-424.
    Drawing upon conservation of resources theory, we develop and test a theoretical model that specifies how and when employee humor toward leaders affects leader abusive supervision. We propose that employee humor is negatively associated with leader abusive supervision via leader relational energy. Furthermore, the negative indirect relationship between employee humor and leader abusive supervision via leader relational energy is stronger for female leaders than for male leaders. An experiment and a multi-wave, multi-source field study (...)
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  3.  47
    Impact of abusive supervision on deviant work behavior: The role of Islamic work ethic.Basharat Javed, Tasneem Fatima, Raja Mehtab Yasin, Sadia Jahanzeb & Muhammad Y. A. Rawwas - 2018 - Business Ethics: A European Review 28 (2):221-233.
    In this article, we examined the relationship between abusive supervision and deviant workplace behavior and the moderating role of an Islamic Work Ethic. Three hundred and thirty‐six employees in different organizations (specializing in software development, medicine, law enforcement, telecommunication, pharmaceutics, and banking) across Pakistan completed our questionnaire. The results revealed that abusive supervision was positively related to deviant workplace behavior. Moreover, the moderation of an Islamic Work Ethic on the relationship between abusive supervision and deviant work behavior (...)
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  4.  35
    Violation of ethical principles in institutional care for older people.Radka Bužgová & Kateřina Ivanová - 2011 - Nursing Ethics 18 (1):64-78.
    This study focuses on issues of elder abuse in residential settings. Violation of ethical principles is shown in the results of this quantitative study aimed at defining the extent, nature and causes of such abuse by employees’ unethical conduct towards clients in senior homes (i.e. residential nursing homes) in the Moravian-Silesian region of the Czech Republic. The research sample comprised 454 employees and 488 clients from 12 residential homes for older people. The data were collected from interviews with clients, (...)
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  5.  16
    The Effect of Abusive Supervision on Employee Job Performance: The Moderating Role of Employment Contract Type.Yonghong Liu, Chen Zhao, Zhiyong Yang & Zhonghua Gao - forthcoming - Journal of Business Ethics:1-13.
    Extant literature has documented mixed findings concerning the relationship between abusive supervision and employee performance. While most studies show a negative relationship, others reveal that abusive supervision can be motivating and performance-enhancing, and still others find no effect. To advance our understanding of this relationship, the present study examines employees’ objective and quantifiable key performance indicators (KPIs) as an outcome, while investigating employment contract type as a critical boundary condition. This study also explores an alternative outcome of (...)
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  6.  1
    The Effect of Abusive Supervision on Employee Job Performance: The Moderating Role of Employment Contract Type.Yonghong Liu, Chen Zhao, Zhiyong Yang & Zhonghua Gao - 2025 - Journal of Business Ethics 196 (1):209-221.
    Extant literature has documented mixed findings concerning the relationship between abusive supervision and employee performance. While most studies show a negative relationship, others reveal that abusive supervision can be motivating and performance-enhancing, and still others find no effect. To advance our understanding of this relationship, the present study examines employees’ objective and quantifiable key performance indicators (KPIs) as an outcome, while investigating employment contract type as a critical boundary condition. This study also explores an alternative outcome of (...)
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  7.  27
    When Core Self-Evaluations Influence Employees’ Deviant Reactions to Abusive Supervision: The Moderating Role of Cognitive Ability.Donald H. Kluemper, Kevin W. Mossholder, Dan Ispas, Mark N. Bing, Dragos Iliescu & Alexandra Ilie - 2019 - Journal of Business Ethics 159 (2):435-453.
    Viewing workplace deviance within a victim precipitation framework, we explore how abusive supervisors target subordinates low in core self-evaluations to explain when such employees respond by engaging in workplace deviance. We theorize that employees who are lower in CSE receive more abusive supervision, which generates subsequent harmful reactions toward supervisors, peers, and the organization. This occurs primarily when employees lack sufficient cognitive resources in dealing with supervisor abuse. We test, replicate, and extend our theoretical model in three empirical studies. (...)
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  8.  31
    Evaluation of employee rule violations: The impact of impression management effects in historical context. [REVIEW]Robert A. Giacalone & Stephen L. Payne - 1995 - Journal of Business Ethics 14 (6):477 - 487.
    The study sought to determine whether impression management tactics by an employee could effectively lessen the recommended punishment for an ethical rule infraction by this individual. Subjects read a vignette in which an employee violated the confidentiality of personnel records. The employee was presented as either having had a history of previous infractions or no such historical information was provided. Additionally, the employee was described as using either no impression management tactics, an apology, or a (...)
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  9.  94
    The Normative Foundations of Unethical Supervision in Organizations.Ali F. Ünal, Danielle E. Warren & Chao C. Chen - 2012 - Journal of Business Ethics 107 (1):5-19.
    As research in the areas of unethical and ethical leadership grows, we note the need for more consideration of the normative assumptions in the development of constructs. Here, we focus on a subset of this literature, the “dark side” of supervisory behavior. We assert that, in the absence of a normative grounding, scholars have implicitly adopted different intuitive ethical criteria, which has contributed to confusion regarding unethical and ethical supervisory behaviors as well as the proliferation of overlapping (...)
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  10.  49
    Ethics support in community care makes a difference for practice.Morten Magelssen, Elisabeth Gjerberg, Lillian Lillemoen, Reidun Førde & Reidar Pedersen - 2018 - Nursing Ethics 25 (2):165-173.
    Background: Through the Norwegian ethics project, ethics activities have been implemented in the health and care sector in more than 200 municipalities. Objectives: To study outcomes of the ethics activities and examine which factors promote and inhibit significance and sustainability of the activities. Research design: Two online questionnaires about the municipal ethics activities. Participants and research context: A total of 137 municipal contact persons for the ethics project answered the first survey (55% response rate), whereas 217 ethics facilitators responded to (...)
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  11.  50
    Are “Bad” Employees Happier Under Bad Bosses? Differing Effects of Abusive Supervision on Low and High Primary Psychopathy Employees.Dante Pirouz, Yongsuhk Jung, Lauren Simon & Charlice Hurst - 2019 - Journal of Business Ethics 158 (4):1149-1164.
    Psychopathy is typically seen as a trait that is undesirable in any context, including the workplace. But several authors have suggested that people high in psychopathy might possess resources that preserve their ability to perform well in stressful contexts. We consider the possibility that primary psychopathy is adaptive—for the employee, if not for the organization—under conditions of abusive supervision. In particular, we draw from the multimotive model of interpersonal threat and the theory of purposeful work behavior to argue (...)
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  12.  70
    On Employee Vice.Dennis J. Moberg - 1997 - Business Ethics Quarterly 7 (4):41-60.
    Abstract:Vice is a neglected concept in business ethics. This paper attempts to bring vice back into the contemporary dialogue by exploring one vice that is destructive to employee and organization alike. Interestingly, this vice was first described by Aristotle asakolastos. Drawing extensively on the criminology literature, the findings challenge both common sense and popular images of white-collar crime and criminals. While not all instances of employee betrayal are attributable to vice, some most certainly are, and the paper offers (...)
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  13.  48
    Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective.Haesang Park, Jenny M. Hoobler, Junfeng Wu, Robert C. Liden, Jia Hu & Morgan S. Wilson - 2019 - Journal of Business Ethics 158 (4):1113-1131.
    In order to address the influence of unethical leader behaviors in the form of abusive supervision on subordinates’ retaliatory responses, we meta-analytically examined the impact of abusive supervision on subordinate deviance, inclusive of the role of justice and power distance. Specifically, we investigated the mediating role of supervisory- and organizationally focused justice and the moderating role of power distance as one model explaining why and when abusive supervision is related to subordinate deviance toward supervisors and organizations. With (...)
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  14. Employees Adhere More to Unethical Instructions from Human Than AI Supervisors: Complementing Experimental Evidence with Machine Learning.Lukas Lanz, Roman Briker & Fabiola H. Gerpott - 2023 - Journal of Business Ethics 189 (3):625-646.
    The role of artificial intelligence (AI) in organizations has fundamentally changed from performing routine tasks to supervising human employees. While prior studies focused on normative perceptions of such AI supervisors, employees’ behavioral reactions towards them remained largely unexplored. We draw from theories on AI aversion and appreciation to tackle the ambiguity within this field and investigate if and why employees might adhere to unethical instructions either from a human or an AI supervisor. In addition, we identify employee characteristics affecting (...)
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  15.  35
    Ethical violations in the clinical setting: the hidden curriculum learning experience of Pakistani nurses.Sara Rizvi Jafree, Rubeena Zakar, Florian Fischer & Muhammad Zakria Zakar - 2015 - BMC Medical Ethics 16 (1):16.
    The importance of the hidden curriculum is recognised as a practical training ground for the absorption of medical ethics by healthcare professionals. Pakistan’s healthcare sector is hampered by the exclusion of ethics from medical and nursing education curricula and the absence of monitoring of ethical violations in the clinical setting. Nurses have significant knowledge of the hidden curriculum taught during clinical practice, due to long working hours in the clinic and front-line interaction with patients and other practitioners.
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  16. Effective Corporate Codes of Ethics: Perceptions of Code Users.Mark S. Schwartz - 2004 - Journal of Business Ethics 55 (4):321-341.
    The study examines employee, managerial, and ethics officer perceptions regarding their companies codes of ethics. The study moves beyond examining the mere existence of a code of ethics to consider the role that code content and code process (i.e. creation, implementation, and administration) might play with respect to the effectiveness of codes in influencing behavior. Fifty-seven in-depth, semi-structured interviews of employees, managers, and ethics officers were conducted at four large Canadian companies. The factors viewed by respondents to be important (...)
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  17.  44
    Ethical Values in Personal Assistance: Narratives of People with Disabilities.Barbro Wadensten & Gerd Ahlström - 2009 - Nursing Ethics 16 (6):759-774.
    The aim of this study was to investigate the experiences of persons with severe functional disabilities who receive personal assistance in their homes, the focus being on their daily life in relation to the ethical principles represented in the Swedish Disability Act: autonomy, integrity, influence and participation. Qualitative interviews were performed with 26 persons and thereafter subjected to qualitative latent content analysis. The experiences of personal assistance were very much in accordance with the said principles, the most important factor (...)
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  18. 11 Ethical Leadership in Employee Development.Ashly Pinnington & Serkan Bayraktaroglu - 2007 - In Ashly Pinnington, Rob Macklin & Tom Campbell (eds.), Human Resource Management: Ethics and Employment. Oxford University Press. pp. 190.
     
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  19.  35
    When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership.Mayowa T. Babalola, Jeroen Stouten, Jeroen Camps & Martin Euwema - 2019 - Journal of Business Ethics 154 (1):85-102.
    Drawing from the group engagement model and the moral conviction literature, we propose that perceived leader ethical conviction moderates the relationship between ethical leadership and employee OCB as well as deviance. In a field study of employees from various industries and a scenario-based experiment, we revealed that both the positive relation between ethical leadership and employee OCB and the negative relation between ethical leadership and employee deviance are more pronounced when leaders are perceived (...)
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  20.  63
    Breaking the Rules: Examining the Facilitation Effects of Moral Intensity Characteristics on the Recognition of Rule Violations.David M. Wasieleski & Sefa Hayibor - 2008 - Journal of Business Ethics 78 (1-2):275-289.
    This research project seeks to discover whether certain characteristics of a moral issue facilitate individuals’ abilities to detect violators of a conditional rule. In business, conditional rules are often framed in terms of a social contract between employer and employee. Of significant concern to business ethicists is the fact that these social contracts are frequently breached. Some researchers in the field of evolutionary psychology argue that there is a biological basis to social contract formation and dissolution in business. However, (...)
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  21.  48
    How does ethical leadership enhance employee creativity during the COVID-19 Pandemic in China?Robert G. Eliason, Yingran Lu & Gang Li - 2022 - Ethics and Behavior 32 (6):532-548.
    ABSTRACT In the context of the COVID-19 pandemic, leaders are facing an ethical dilemma and a tense tradeoff between employees’ health and economic performance. From the perspective of employees’ perceptions of the work situation, this study examines the way ethical leadership enhances employee creativity during the COVID-19 pandemic by using leader-member exchange and organizational ethical climate as mediators. The sample included 308 supervisor-employee pairs from 20 high-tech companies in eight provincial regions of China. Structural equation (...)
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  22. Toward a model for international business ethics.Nader Asgary & Mark C. Mitschow - 2002 - Journal of Business Ethics 36 (3):239 - 246.
    This paper briefly examines the topic of business ethics and attempts to suggest a code of ethics for multinational firms. While most companies have basic policies on employee integrity, confidentiality and sexual harassment, relatively few have established policies regarding bribery, exploitive child labor, human rights violations and other issues they may encounter in the global market place (Drake, 1998). Until recently, very few companies had truly global operations. Consequently little attention was paid to the issue of ethical (...)
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  23.  26
    Angry but not Deviant: Employees’ Prior-Day Deviant Behavior Toward the Family Buffers Their Reactions to Abusive Supervisory Behavior.Andrew Li, Chenwei Liao, Ping Shao & Jason Huang - 2022 - Journal of Business Ethics 177 (3):683-697.
    Integrating affective events theory, work-family compensation, and moral balance theory, the present study proposes a model that examines how and when abusive supervisory behavior is related to employees’ deviant behavior toward their supervisor. Using a diary method that involved two surveys per day over two weeks, we found support for our model based on 707 daily observations from 130 employees. Specifically, anger toward one’s supervisor mediated the relationship between abusive supervisory behavior and deviant behavior toward one’s supervisor. In addition, the (...)
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  24.  50
    Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern.Shenjiang Mo & Junqi Shi - 2017 - Journal of Business Ethics 141 (1):151-162.
    This study empirically examined the propositions that ethical leadership is related to employees’ organizational citizenship behavior through two psychological mechanisms: a social learning mechanism, where employees emulate their supervisor’s behavior such as caring about their organization; and a social exchange mechanism that links ethical leadership to perceived procedural justice and employee’s organizational concern. Our theoretical model was tested using data collected from employees in a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 93 team supervisors (...)
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  25.  28
    Should Managers Provide General or Specific Ethical Guidelines to Employees: Insights from a Mixed Methods Study.Shahidul Hassan, Sheela Pandey & Sanjay K. Pandey - 2020 - Journal of Business Ethics 172 (3):563-580.
    This article contributes to our understanding of how communication of ethical guidelines by managers may reduce the likelihood of employee unethical behavior. We conduct two vignette experiments to assess the impact of communicating two types of ethical guidelines—general and specific. The second study employs mixed methods experimental design, collecting qualitative data during the experiment. We find that communicating ethical guidelines by managers reduces the likelihood of unethical behavior, but contrary to our hypothesis and prior literature, we (...)
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  26.  28
    How Ethical Leadership Shapes Employees’ Readiness to Change: The Mediating Role of an Organizational Culture of Effectiveness.Dina Metwally, Pablo Ruiz-Palomino, Mohamed Metwally & Leire Gartzia - 2019 - Frontiers in Psychology 10.
    Today’s organizations are operating in a highly competitive and changing environment that pushes them to continuously adapt their organizational structures to such environment. However, the success of change initiatives may face a barrier in the response of employees, especially when they lack readiness to change. While leadership can shape the culture of an organization and a culture of effectiveness can help increase employees’ readiness to change, ethical leaders, who serve as a guide and offer support, can also make a (...)
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  27.  47
    Beyond the Image of Foreign Direct Investment in China: Where ethics meets public relations.Jeremy B. Fox, Joan M. Donohue & Jinpei Wu - 2005 - Journal of Business Ethics 56 (4):317-324.
    While there had still been an increasing flow of foreign direct investment (FDI) into China during the 2002 downturn in FDI globally, such investments have historically been only sporadically successful. Much writing has detailed and discussed problems associated with China FDI but several costs remain dangerously overlooked. One such cost is that of micro-monitoring plants for work conditions and employee treatment in violation of local Chinese laws and possible home country ethics. Further, a more personal cost is presented – (...)
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  28.  14
    Ethical Issues in Research Supervision: A Commentary.David Cole & Paula McGee - 2006 - Research Ethics 2 (4):144-146.
    This case study appeared in full in the last issue of Research Ethics Review (2006; 2(3): 108). It concerned the supervision of Simon Shaw, a senior radiographer undertaking an MSc, whose research focused on the professional and parental response to fetal tissue abnormalities.
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  29.  63
    Linking Ethical Leadership to Employee Well-Being: The Role of Trust in Supervisor.Aamir Chughtai, Marann Byrne & Barbara Flood - 2015 - Journal of Business Ethics 128 (3):653-663.
    Focusing on the supervisor–trainee relationship, this research set out to examine the impact of ethical leadership on two indicators of work-related well-being: work engagement and emotional exhaustion. Furthermore, this study sought to examine the mediating role of trust in supervisor in these relationships. Survey data were collected at two different points in time from 216 trainee accountants drawn from a variety of organisations. Structural equation modelling was used to test the research hypotheses. Results showed that, as hypothesised, trust in (...)
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  30.  49
    Exploring the Influence of Ethical Climate on Employee Compassion in the Hospitality Industry.Pablo Zoghbi-Manrique-de-Lara & Rita Guerra-Baez - 2016 - Journal of Business Ethics 133 (3):605-617.
    The model emphasizes the ethical dynamics of compassion in hospitality settings by suggesting that under an organizational ethical climate, the hotel staff will be more morally aware of peers’ pain and suffering, and motivated to participate in delivering compassion. Based on the positive psychology focus on compassion as individual states and traits supporting interpersonal dealings, the paper operationalizes compassion based on four individual factors involved in the compassionate process: empathic concern, or an other-oriented emotional response elicited by and (...)
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  31.  15
    Can Ethical Leadership Improve Employees’ Well-Being at Work? Another Side of Ethical Leadership Based on Organizational Citizenship Anxiety.Jingtao Fu, Yijing Long, Qi He & Yazhen Liu - 2020 - Frontiers in Psychology 11.
    Most of the previous literature has focused on the positive effects of ethical leadership on organizations and employees, but some studies have unexpectedly found that ethical leadership is negatively related to employees' well-being at work. Based on the theory of workplace anxiety, this research explored whether ethical leadership can reduce employees' well-being at work by causing them to feel anxious about organizational citizenship behavior and whether organizational concern motivation moderates this mechanism. We collected 227 three-stage time-crossed data (...)
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  32. How Ethical Leadership Influence Employees' Innovative Work Behavior: A Perspective of Intrinsic Motivation. [REVIEW]Tu Yidong & Lu Xinxin - 2013 - Journal of Business Ethics 116 (2):441-455.
    Drawing on the cognitive evaluation theory, we proposed a homologous multilevel model to explore how ethical leadership influenced employees’ innovative work behavior through the mediation of intrinsic motivation at both group and individual level. With questionnaires rated by 302 employees from 34 work units of two companies in the mainland of China, we conducted multilevel analysis to examine our hypotheses. The results showed that individual innovative work behavior was positively related to both individual perception of ethical leadership and (...)
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  33.  5
    Warding Off Cognitive Dissonance: How Supervisor Perspective Taking Shapes the Responses of Employees Who Engage in Unethical Behavior.Bulin Zhang, Xiangmin Liu & Zhengtang Zhang - forthcoming - Journal of Business Ethics:1-14.
    Prior research in behavioral ethics suggests that supervisors may influence employees’ ethical decision-making. However, the extent to which supervisors shape the recurrence of employees’ unethical behaviors remains underexplored. By integrating cognitive dissonance theory with social information processing theory, we provide new insights into how supervisors influence employees’ responses to their past ethical violations. We hypothesize that when supervisors exhibit a high level of perspective taking, employees are less likely to perceive organizational intolerance of unethical behaviors and, in (...)
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  34.  43
    Nurses’ attitudes toward ethical issues in psychiatric inpatient settings.Nurhan Eren - 2014 - Nursing Ethics 21 (3):359-373.
    Background: Nursing is an occupation that deals with humans and relies upon human relationships. Nursing care, which is an important component of these relationships, involves protection, forbearance, attention, and worry. Objectives: The aim of this study is to evaluate the ethical beliefs of psychiatric nurses and ethical problems encountered. Research Design: The study design was descriptive and cross-sectional. Research context: Methods comprised of a questionnaire administered to psychiatric nurses (n = 202) from five psychiatric hospitals in Istanbul, Turkey, (...)
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  35.  36
    Who Should Apologize When an Employee Transgresses? Source Effects on Apology Effectiveness.David P. Boyd & Krista M. Hill - 2015 - Journal of Business Ethics 130 (1):163-170.
    This paper examines the interactive effects of apology source and apology components on forgiveness. Results revealed a significant source by component interaction. A remorseful employee apology was more successful than a remorseful CEO apology because consumers felt more empathy for the employee. Furthermore, a compensatory CEO apology was more effective than a compensatory employee apology because CEOs could significantly affect consumer perceptions of justice. No significant differences were found between apology source and the apology component of acknowledging (...)
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  36.  29
    Ethics violations: A survey of investment analysts. [REVIEW]E. Theodore Veit & Michael R. Murphy - 1996 - Journal of Business Ethics 15 (12):1287 - 1297.
    The authors analyze the responses to a mail survey of securities analysts who were asked about their ethical behavior and the ethical behavior of people with whom they work. The findings show the types of ethical violations that occur and the frequency with which they occur. The findings also show how respondents deal with observed violations of ethical behavior. All responses are analyzed to determine if differences exist between the responses of analysts having different (...)
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  37.  36
    The Importance of Ethics in the Clinical Supervision of Nursing Students.Lillemor Nylund & Lisbet Lindholm - 1999 - Nursing Ethics 6 (4):278-286.
    This article investigates whether or not an ethical attitude manifests itself in the clinical supervision of nursing students. The data consist of 57 narratives written by nursing students, which were subjected to latent content analysis. The interpretation represents a caring science perspective based on Eriksson’s ‘caring ethics’. The results showed that some students received good supervision, while others felt hurt and humiliated. The students were of the opinion that they should feel welcome, be allowed to take responsibility (...)
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  38.  10
    The moral dark side of entrepreneurial leadership: How it leads to employee creative unethicality.Sijia Zhao, Lingfeng Yi & Ya Xi Shen - forthcoming - Business Ethics, the Environment and Responsibility.
    Drawing on the social cognitive theory of morality, we propose a moderated mediation model to explain why and how employees under the supervision of entrepreneurial leadership engage in unethical behaviors to achieve creative performance. Specifically, we anticipated that entrepreneurial leadership would cause employees to engage in moral justification, which in turn would lead to creative unethicality. Furthermore, we argue that politics perception serves as a critical boundary condition, strengthening the indirect effect of entrepreneurial leadership on creative unethicality. We conducted (...)
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  39.  46
    Organizational ethics: Perceptions of employees by gender. [REVIEW]Charlotte McDaniel, Nancy Shoeps & John Lincourt - 2001 - Journal of Business Ethics 33 (3):245 - 256.
    As more women enter the work force and assume management positions in corporations, increasing attention is being given to employment diversity. In addition, studies suggest that females have more propensity for ethics than males. However, these results may be debatable and limited data are available to substantiate these claims or assess gender differences among employees. Ethics codes can aid in supporting policies and enhancing corporate diversity. To assist one company in the development of an ethics code, a survey of 4005 (...)
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  40.  20
    Sanctions for ethics violations: Does licensure or socioeconomic status matter?Karlotta A. Richards & Charles D. Noblin - 1999 - Ethics and Behavior 9 (2):119 – 126.
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  41.  40
    Potential research ethics violations against an indigenous tribe in Ecuador: a mixed methods approach.Esteban Ortiz-Prado, Katherine Simbaña-Rivera, Lenin Gómez-Barreno, Leonardo Tamariz, Alex Lister, Juan Carlos Baca, Alegria Norris & Lila Adana-Diaz - 2020 - BMC Medical Ethics 21 (1):1-15.
    Background Biomedical and ethnographic studies among indigenous people are common practice in health and geographical research. Prior health research misconduct has been documented, particularly when obtaining genetic material. The objective of this study was to crossmatch previously published data with the perceptions of the Waorani peoples about the trading of their genetic material and other biological samples. Methods We conducted a mixed methods study design using a tailored 15-item questionnaire in 72 participants and in-depth interviews in 55 participants belonging to (...)
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  42.  41
    What Have I Done to Deserve This? Effects of Employee Personality and Emotion on Abusive Supervision.Christine A. Henle & Michael A. Gross - 2014 - Journal of Business Ethics 122 (3):461-474.
    Drawing on victim precipitation theory, we propose that certain employees are more likely to perceive abusive supervision because of their personality traits. Specifically, we hypothesize that subordinates’ emotional stability, conscientiousness, and agreeableness will be negatively related to perceived abuse from their supervisor and that negative emotions at work will mediate these relationships. We surveyed 222 employees and found that emotional stability and conscientiousness negatively predicted employees’ self-reports of abusive supervision and that this relationship was mediated by negative emotions. (...)
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  43.  28
    Good Proctor or “Big Brother”? Ethics of Online Exam Supervision Technologies.Simon Coghlan, Tim Miller & Jeannie Paterson - 2021 - Philosophy and Technology 34 (4):1581-1606.
    Online exam supervision technologies have recently generated significant controversy and concern. Their use is now booming due to growing demand for online courses and for off-campus assessment options amid COVID-19 lockdowns. Online proctoring technologies purport to effectively oversee students sitting online exams by using artificial intelligence systems supplemented by human invigilators. Such technologies have alarmed some students who see them as a “Big Brother-like” threat to liberty and privacy, and as potentially unfair and discriminatory. However, some universities and educators (...)
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  44.  53
    Sundstrand: A case study in transformation of cultural ethics. [REVIEW]James A. Benson & David L. Ross - 1998 - Journal of Business Ethics 17 (14):1517 - 1527.
    This analysis examines whistleblowing within the context of organizational culture. Several factors which have provided impetus for organizations to emphasize ethical conduct and to encourage internal, rather than external, whistleblowing are identified. Inadequate protection for whistleblowers and statutory enticement for them to report ethical violations externally are discussed. Sundstrand's successful model for cultural change and encouragement of internal whistleblowing is analyzed to show how their model of demonstrating management's commitment to ethical conduct, establishing ethical expectations (...)
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  45.  34
    Them’s Fightin’ Words: The Effects of Violent Rhetoric on Ethical Decision Making in Business.Joshua R. Gubler, Nathan P. Kalmoe & David A. Wood - 2015 - Journal of Business Ethics 130 (3):705-716.
    Business managers regularly employ metaphorical violent rhetoric as a means of motivating their employees to action. While it might be effective to this end, research on violent media suggests that violent rhetoric might have other, less desirable consequences. This study examines how the use of metaphorical violent rhetoric by business managers impacts the ethical decision making of employees. We develop and test a model that explains how the use of violent rhetoric impacts employees’ willingness to break ethical standards, (...)
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  46.  67
    The Exceptional Ethics of the Investigator-Subject Relationship.B. Sachs - 2010 - Journal of Medicine and Philosophy 35 (1):64-80.
    This article concerns the validity of six canonical rules that institutional review boards use to constrain the behavior of investigators. These rules require investigators to design their studies in a scientifically valid way, not pay their subjects to take risks, minimize risks to their subjects, secure for their subjects access to effective interventions post-trial, not pay their subjects too much and allow their subjects to withdraw from the study unconditionally. Enforcement of these rules is problematic because there are other relationships (...)
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  47.  42
    When Workplace Norms Conflict: Using Intersubjective Reflection to Guide Ethical Decision-Making.Tobey K. Scharding & Danielle E. Warren - 2023 - Business Ethics Quarterly 33 (2):352-380.
    We address how to ethically evaluate workplace practices when workplace behavioral norms conflict with employees’ attitudes toward those norms, which, according to research on psychological contract violations, regularly occurs. Drawing on Scanlonian contractualism, we introduce the intersubjective reflection process (IR process). The IR process ethically evaluates workplace practices according to whether parties to a workplace practice have intersubjectively valid grounds to veto the practice. We present normative and empirical justification for this process and apply the IR process to accounts (...)
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  48.  30
    Auxiliaries to Abusive Supervisors: The Spillover Effects of Peer Mistreatment on Employee Performance.Yuntao Bai, Lili Lu & Li Lin-Schilstra - 2022 - Journal of Business Ethics 178 (1):219-237.
    An accumulating amount of research has documented the harmful effects of abusive supervision on either its victims or third parties (peer abusive supervision). The abusive supervision literature, however, neglects to investigate the spillover effects of abusive supervision through third-party employees’ (i.e., peers’) mistreatment actions toward victims. Drawing on social learning theory, we argue that third parties learn mistreatment behaviors from abusive leaders and then themselves impose peer harassment and peer ostracism on victims, thereby negatively affecting victims’ (...)
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  49.  43
    The impact of adopting an ethical approach to employee dismissal during corporate restructuring.Lillian T. Eby & Kimberly Buch - 1998 - Journal of Business Ethics 17 (12):1253-1264.
    The treatment of employees during downsizing and corporate restructuring raises many ethical issues. To provide a common framework for understanding ethical decisions facing organizations delivering the news of dismissal to affected employees, Integrative Social Contracts Theory and the research on social exchange was used to integrate existing research on employee dismissal. Of particular importance was determining the criteria necessary to manage the dismissal process within ethical boundaries. Three basic criteria, which together represent a variety of contractual (...)
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  50. An analysis of corporate ethical code studies: “Where do we go from here?”. [REVIEW]Betsy Stevens - 1994 - Journal of Business Ethics 13 (1):63 - 69.
    The dramatic increase in the number of corporate ethical codes over the past 20 years has been attributed to the Watergate scandal and the Foreign Corrupt Practices Act. Ethical codes differ somewhat from profesional codes and mission statements; yet the terms are frequently interchanged and often confused in the literature. Ethical code studies are reviewed in terms of how codes are communicated to employees and whether implications for violating codes are discussed. Most studies use content analysis to (...)
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