Abstract:This article argues that the important organizational values to study are organizational moral values. It identifies five moral values (honest communication, respect for property, respect for life, respect for religion, and justice), which allow parallel constructs at individual and organizational levels of analysis. It also identifies dimensions used in differentiating organizations’ moral values. These are the act, actor, person affected, intention, and expected result. Finally, the article addresses measurement issues associated with organizational moral values, proposing that content analysis is the (...) appropriate measurement technique to be used for an organization-level conception of moral values. (shrink)

In this research, we examine the effects that customer perceptions of employee deception have on the customers’ attitudes toward an organization. Based on interview, archival, and observational data within the international airline industry, we develop a model to explain the complex effects of perceived dishonesty on observer’s attitudes and intentions toward the airline. The data revealed three types of perceived deceit (about beliefs, intentions, and emotions) and three additional factors that influence customer intentions and attitudes: the players involved, the beneficiaries (...) of the deceit, and the harm done by the perceived lie. We develop a model with specific propositions to guide organizations with respect to apparently deceitful behavior of their employees. Implications and directions for future research are provided, focusing on the question of whether organizations should consistently encourage honesty or train their employees to be effective liars. (shrink)

Abstract:This article suggests that there are individual differences in how people define important moral values, and that these differences are made manifest in differences in the situations. It identifies five dimensions along which individuals can differ in their understandings of values: 1)value category(where the value lies in the hierarchy), 2)agent(how voluntary the action is and whether it is morally required of the agent), 3)object(how close the self is to the object of the action; whether the action offends God) 4)effect(whether the (...) effect of the action is to harm or help), and 5)intention(whether the intention of the action is to harm or help). It then addresses four important values entailing moral dimensions: respect for life, respect for property, honest communication, and respect for religion. The article suggests that empirical research, classroom teaching, and business practice can be strengthened by considering these dimensions. (shrink)

This chapter contains sections titled: Allotment Associations The Allotment Site New Relationships: Councillors and Gardeners Conclusions Notes.

Conventional wisdom suggests that dishonesty on the part of an organization's employees has a negative effect on the organization's reputation. However, many organizations condone (or even require) dishonesty under certain circumstances. In this research of 128 airline passengers, we examine situations in which employees are perceived to be dishonest within one such industry, the international airlines, and examine the impact of this dishonesty on organizational reputation and customer satisfaction. We found that the reputation of the firm was most damaged when (...) the lie benefited the company or the employee, rather than the passenger. In addition, the view of the airline significantly decreased when the lie caused a high amount of harm (compared with a low amount) to the passenger. (shrink)

We consider total well-founded orderings on monadic terms satisfying the replacement and full invariance properties. We show that any such ordering on monadic terms in one variable and two unary function symbols must have order typeω,ω2orωω. We show that a familiar construction gives rise to continuum many such orderings of order typeω. We construct a new family of such orderings of order typeω2, and show that there are continuum many of these. We show that there are only four such orderings (...) of order typeωω, the two familiar recursive path orderings and two closely related orderings. We consider also total well-founded orderings onNnwhich are preserved under vector addition. We show that any such ordering must have order typeωkfor some 1 ≤k≤n. We show that ifkshrink)

We consider total well-founded orderings on monadic terms satisfying the replacement and full invariance properties. We show that any such ordering on monadic terms in one variable and two unary function symbols must have order type $\omega, \omega^2$ or $\omega^\omega$. We show that a familiar construction gives rise to continuum many such orderings of order type $\omega$. We construct a new family of such orderings of order type $\omega^2$, and show that there are continuum many of these. We show that (...) there are only four such orderings of order type $\omega^\omega$, the two familiar recursive path orderings and two closely related orderings. We consider also total well-founded orderings on $\mathbf{N}^n$ which are preserved under vector addition. We show that any such ordering must have order type $\omega^k$ for some $1 \leq k \leq n$. We show that if $k < n$ there are continuum many such orderings, and if $k = n$ there are only $n$!, the $n$! lexicographic orderings. (shrink)

Interviews with flight attendants are analyzed to refine a person-situation model of organizational dishonesty. The refined model suggests that organizational characteristics have direct and indirect (through flight characteristics) effects on likelihood of dishonesty, type of dishonesty, and motivation for dishonesty. The interviews confirm the existence of three motivations for dishonesty in customer service interactions. In addition to the three motivations originally modeled (enrichment, altruism, and revenge), flight attendants demonstrated a fourth: enforce personal moral codes, and a fifth: habituation. The article (...) discusses the implications of the habituation motivation for organizations which encourage benevolent dishonesty, because they accustom employees to saying things they know not to be true. (shrink)

This paper describes the moral judgments made by various stakeholders in determining whether an event, caused by an organizational employee, constitutes dishonesty. It models person-situation interaction effects of situations in organizational settings and persons making moral judgments to predict judgments of dishonesty. Using a prototype definition of dishonesty, the paper examines the effects of differences in four areas (the prototypicality of the act, the actor''s motivation, the potential consequences, and the person judging the event) on the moral judgment of whether (...) the event constitutes dishonesty. The implications for managers and researchers of the resulting contingent prototype model of dishonesty are discussed. (shrink)