Moral patients deserve moral consideration and concern – they have moral standing. What factors drive attributions of moral standing? Understanding these factors is important because it indicates how broadly individuals conceptualize the moral world, and suggests how they will treat various entities, both human and non-human. This understanding has recently been advanced by a series of studies conducted by both psychologists and philosophers, which have revealed three main drivers of moral standing: the capacity to suffer, intelligence or autonomy, and the (...) nature of an entity's disposition. These studies have also revealed causal links between moral standing and other variables of interest, namely, mental state attributions and moral behavior. In this review, I consider this recent research, aiming to clarify what the balance of evidence indicates about how moral standing is judged and about its links to mind perception and behavior. I conclude by suggesting open questions for future research on this exciting topic. (shrink)

Upholding cooperative norms via punishment is of central importance in organizations. But what effect does punishing have on the reputation of the punisher? Although previous research shows third parties can garner reputational benefits for punishing transgressors who violate social norms, we proposed that such reputational benefits can vary based on the perceived motive for the punishment. In Studies 1 and 2, we found that individuals who endorsed a consequentialist (versus deontological) motive for punishing were seen as more trustworthy. In Study (...) 3, the results showed that when pitted against one another, a person who endorsed a consequentialist (versus deontological) motive for punishing was chosen more often as a partner in a Trust Game. In Study 4, we found that a manager who expressed a consequentialist reason for punishing an employee was seen as having less psychopathic tendencies, and this related to the manager being perceived as more trustworthy and a superior cooperation partner. Using a recall methodology, Study 5 results showed that employees who perceived their managers as having more consequentialist (versus deontological) motives for punishing also perceived their managers as being less psychopathic and more trustworthy. Theoretical and practical implications are discussed. (shrink)

Upholding cooperative norms via punishment is of central importance in organizations. But what effect does punishing have on the reputation of the punisher? Although previous research shows third parties can garner reputational benefits for punishing transgressors who violate social norms, we proposed that such reputational benefits can vary based on the perceived motive for the punishment. In Studies 1 and 2, we found that individuals who endorsed a consequentialist motive for punishing were seen as more trustworthy. In Study 3, the (...) results showed that when pitted against one another, a person who endorsed a consequentialist motive for punishing was chosen more often as a partner in a Trust Game. In Study 4, we found that a manager who expressed a consequentialist reason for punishing an employee was seen as having less psychopathic tendencies, and this related to the manager being perceived as more trustworthy and a superior cooperation partner. Using a recall methodology, Study 5 results showed that employees who perceived their managers as having more consequentialist motives for punishing also perceived their managers as being less psychopathic and more trustworthy. Theoretical and practical implications are discussed. (shrink)