Little is known about employee reactions in the form of un/ethical behavior to perceived acts of unfairness toward their peers perpetrated by the supervisor. Based on prior work suggesting that third parties also make fairness judgments and respond to the way employees are treated, this study first suggests that perceptions of interactional justice for peers (IJP) lead employees to two different responses to injustice at work: deviant workplace behaviors (DWBs) and organizational citizenship behaviors (OCBs). Second, based on prior literature (...) pointing to supervisors as among the most important sources of moral guidance at work, a mediating role is proposed for ethical leadership. The article suggests that supervisors who inflict acts of injustice on staff will be perceived as unethical leaders, and that these perceptions would explain why employees react to IJP in the form of deviance (DWBs) and citizenship (OCBs). Data were collected from 204 hotel employees. Results of structural equation modeling demonstrate that DWBs and OCBs are substantive reactions to IJP, whereas ethical leadership significantly mediates reactions in the form of DWBs and OCBs. Behavioral ethics and managerial implications are discussed. (shrink)

Abstract:This field survey focused on two constructs that have been developed to represent the ethical context in organizations: ethical climate and ethical culture. We first examined issues of convergence and divergence between these constructs through factor analysis and correlational analysis. Results suggested that the two constructs are measuring somewhat different, but strongly related dimensions of the ethical context. We then investigated the relationships between the emergent ethical context factors and an ethics-related attitude (organizational commitment) and behavior (observed unethical conduct) for (...) respondents who work in organizations with and without ethics codes. Regression results indicated that an ethical culture-based dimension was more strongly associated with observed unethical conduct in code organizations while climate-based dimensions were more strongly associated with observed unethical conduct in non-code organizations. Ethical culture and ethical climate-based factors influenced organizational commitment similarly in both types of organizations. Normative implications of the study are discussed, as are implications for future theorizing, research and management practice. (shrink)

It has been contended that ostracism is prevalent in the workplace, and there has been increasing research interest in its potential effects. This paper extends the theoretical framework of workplace ostracism by linking it with affective commitment and intention to leave from the perspective of job embeddedness. Using time-lagged data from China, we apply job embeddedness theory to confirm that workplace ostracism decreases the cultivation of job embeddedness, which in turn undermines affective commitment and induces intention to leave. We also (...) find that intrinsic work motivation strengthens the detrimental effects of workplace ostracism on job embeddedness such that the negative relationship is stronger when intrinsic motivation is high rather than low. We further discuss the theoretical and practical implications of our findings and offer future research directions. (shrink)

This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human resource management and environmental (...) performance, and that internal environmental concern moderates the effect of strategic human resource management on organizational citizenship behavior for the environment. (shrink)

Ethical leadership matters in the context of organizational change due to the need for followers to trust the integrity of their leaders. Yet, there have been no studies investigating ethical leadership and organizational change. To fill this gap, we introduce a model of the moderating role of involvement in change. Organizational change and involvement in change are proposed as context-level moderators in the relationships of ethical leadership and work-related attitudes and performance. We employ a sample of 199 supervisor–subordinate pairs from (...) a wide variety of organizations. Results support a three-way interaction (ethical leadership, organizational change, and involvement in change) for performance and OCBs. Our results have important implications for organizational change since ethical leadership appears to complement follower involvement when change is happening. (shrink)

The employee owned company (EOC) might be the ideal blend of capitalism and communitarianism that vitalizes the global economy. EOCs – based on the concepts of employee participation and control – have sprung up in the United Kingdom, some parts of the European Union, the United States, Japan, and the former Eastern Bloc countries. Research has shown that they are able to compete effectively with more traditional companies. However, in addition to the pressures of business competition, EOCs face (...) two other key problems as they strive to survive: (1) degeneration and (2) human nature and the abuse of power. After introducing the idea of the EOC and describing briefly these two key problems, this article presents seven recommendations for sustaining employee owned companies. These recommendations – grounded in sound organizational theory and the writings of experts in the field of employee ownership – are offered as hypotheses to be examined empirically by future researchers. (shrink)

An exploratory model is presented as a heuristic to indicate how individual perceptions of corporate reputation (before joining) and corporate ethical values (after joining) generate specific individual organizational senses of fit. The paper suggests that an ethical dimension of person-organization fit may go some way in explaining superior acquisition and retention of staff by those who are attracted to specific organizations by levels of corporate social performance consonant with their ethical expectations, or who remain with them by virtue of better (...) personal ethical fits with extant organizational ethical values. Specifically, the model suggests that individual misfits that arise from ethical expectations that either exceed or fall short of perceived organizational ethical performances lead to problematic acquisition and retention behavioural outcomes. (shrink)

An exploratory model is presented as a heuristic to indicate how individual perceptions of corporate reputation (before joining) and corporate ethical values (after joining) generate specific individual organizational senses of fit. The paper suggests that an ethical dimension of person-organization fit may go some way in explaining superior acquisition and retention of staff by those who are attracted to specific organizations by levels of corporate social performance consonant with their ethical expectations, or who remain with them by virtue of better (...) personal ethical fits with extant organizational ethical values. Specifically, the model suggests that individual misfits that arise from ethical expectations that either exceed or fall short of perceived organizational ethical performances lead to problematic acquisition and retention behavioural outcomes. (shrink)

Drawing on insights from social learning and social cognitive perspectives and research on the multilevel reality of leadership influences, we developed and tested a multilevel model that examines mechanisms and conditions through which ethical leadership deters work unit- and individual-level ostracism. Based on two field studies using multiple measurement points, we found that at the work unit level of analysis, relational climate partially mediates the negative relationship between ethical leadership and work unit-level ostracism whereas state mindfulness partially mediates the cross-level (...) influence of ethical leadership on individual-level ostracism. Contrary to our hypothesis, we found that the relationship between ethical leadership and relational climate was stronger when work units had a more mechanistic structure, and not when it had an organic work unit structure. Finally, we found that relational climate not only moderates the relationship between state mindfulness and individual-level ostracism, but also moderates the indirect influence of ethical leadership on individual-level ostracism through state mindfulness such that the indirect effect is stronger when relational climate is high as opposed to low. These findings highlight the individual- and work unit-level conditions and mechanisms through which ethical leadership relates to decreased ostracism at work, and thus extends theory and research on ethical leadership and ostracism. (shrink)

Although the topic of value congruence has attracted considerable attention from researchers and practitioners, evidence for the link between person–supervisor value congruence and followers’ reactions is less robust than often assumed. This study addresses three central issues in our understanding of person–supervisor value congruence by assessing the impact of objective person–supervisor value congruence rather than subjective value congruence, by examining the differential effects of value congruence in strongly versus moderately held values, and by exploring perceived empowerment as a central mediating (...) mechanism. Results of a multi-source study comprising 116 person–supervisor dyads reveal that objective value congruence relates to followers’ job satisfaction and affective commitment and that this link can be explained by followers’ perceived empowerment. Moreover, polynomial regression and response surface analyses reveal that congruence effects vary with the importance that leaders and followers ascribe to a certain value: Congruency in strongly held values have more robust relations with followers’ outcomes than congruence in moderately held values. (shrink)

This paper examines employees’ reactions to Corporate Social Responsibility programs at the attitudinal level. The results presented are drawn from an in-depth study of two Chilean construction firms that have well-established CSR programs. Grounded theory was applied to the data prior to the construction of the conceptual framework. The analysis shows that the implementation of CSR programs generates two types of attitudes in employees: attitudes toward the organization and attitudes toward society. These two broad types of attitudes can then be (...) broken down into four different categories : acceptance of the new role of the organization, identification with the organization, importance attached to the work performed and a sense of social justice. In turn, each of these categories is a grouping of many different concepts, some of which have at first sight little to do with CSR. Finally, the analysis reveals an attitudinal employee typology: the committed worker, the indifferent worker, and the dissident worker. (shrink)

Business Ethics: A European Review, EarlyView.

Business Ethics: A European Review, Volume 30, Issue 2, Page 172-187, April 2021.

Despite the ongoing need for managers to fire employees and the wide prevalence of downsizing and layoffs, little research has examined how the conduct of termination interviews affects employee reactions. The current research was designed to explore reactions to several commonly used termination interview practices. Two scenario-based experiments examined the effectiveness of having a third party (an HR manager or a security guard) present, mentioning the employee's positive characteristics and contributions, and using alone, discrete escort, or public escort (...) modes of exit from the interview. Perceptions of being treated with respect and empathy, levels of anger, and the likelihood of complaining to others and taking legal action were assessed. Support for the effectiveness of specific termination interview practices was mixed. Specifically, in Experiment 1, third party presence was viewed as demonstrating a lack of respect, whereas mentioning positive characteristics was generally viewed favorably. Experiment 2 showed the favorable effects of mentioning positive characteristics were eroded by a security guard escort from the interview, and actually reversed and became negative when that escort was public in nature. A public escort also produced the highest levels of anger. These results suggest that multiple aspects of the termination interview process should be considered carefully when developing managerial policies. (shrink)

Business Ethics, the Environment & Responsibility, Volume 31, Issue 2, Page 524-535, April 2022.

Using a quantitative methods approach, we examine the organisational drivers of cognitive workaholism and emotional exhaustion amongst a group of employees (N = 187) in a digital workplace based in Berlin, Germany. This study demonstrated that managers could influence cognitive workaholism through the pace of work and an employee’s perceived need to engage in off-hours work. Cognitive workaholism was also found to have a direct impact on emotional exhaustion, as did the relationship with one’s manager. Off-hours work was not (...) found to have a direct impact on emotional exhaustion. Instead, the data suggests that off-hours working hinders an employee’s ability to detach from their work, and therefore higher levels of cognitive workaholism are observed, which then leads to higher levels of emotional exhaustion. This study highlights how management’s distribution of workload can create a situation whereby employees have constant thoughts about work, leading to emotional exhaustion. This is an important topic, given the increasing use of digital technology in modern workplaces. Specifically, off-hours work is easily facilitated through the use of technology, and this study therefore unveils the double-edged sword of technology. Hence, this topic is important for modern organisations seeking to promote sustainable employee workplace wellbeing. (shrink)

Contingent reinforcement behavior is generally regarded as one of the key elements of being a “good” leader, yet the question of what happens when this behavior is absent has received little attention in past empirical research. Drawing upon self-regulation theory, we develop and test a model that specifies the effects of leader reward omission on employes’ deviant behavior. Using the data of 230 workers from two manufacturing companies located in South China collected across three time points, we find that leader (...) reward omission is positively associated with deviant behavior. Moreover, the indirect effects of leader reward omission on employes’ deviant behavior are mediated by moral disengagement. Our study also reveals that Machiavellianism can aggravate the positive effect of leader reward omission on moral disengagement, and subsequently exacerbate the indirect effect on employes’ deviant behavior. Taken together, our findings reveal the consequences of leader reward omission, and the importance of examining subordinate self-regulation under the lack of positive reinforcement. (shrink)

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 center (...) of some major social norms and practices, and demonstrating that they mask familiar oppressive expectations and power relations. (shrink)

A correction to this paper has been published: https://doi.org/10.1007/s10551-021-04793-5.

Veterinarians are increasingly confronted with new technologies, such as Precision Livestock Farming (PLF), which allows for automated animal monitoring on commercial farms. At the same time, we lack information on how veterinarians, as stakeholders who may play a mediating role in the public debate on livestock farming, perceive the use and the impact of such technologies. This study explores the meaning veterinarians attribute to the application of PLF in the context of public concerns related to pig production. Semi-structured interviews were (...) carried out with pig veterinarians located in the Netherlands and Germany. By using an inductive and semantic approach to reflexive thematic analysis, we developed four main themes from the interview data: (1) the advisory role of the veterinarian, which is characterized by a diverse scope, including advice on PLF, generally positive evaluations and financial dependencies; (2) the delineation of PLF technologies as supporting tools, which are seen as an addition to human animal care; (3) the relationship between veterinarian and farmer, which is context-related, ranging from taking sides with to distancing oneself from farmers; and (4) the distance between agriculture and society, in the context of which PLF has both a mitigating and reinforcing potential. The present findings indicate that veterinarians play an active role in the emerging field of PLF in livestock farming. They are aware of and reflect on competing interests of different groups in society and share positions with different stakeholders. However, the extent to which they are able to mediate between stakeholder groups in practice seems to be constrained by external factors, such as financial dependencies. (shrink)

As past research has identified frontline employees as the primary communicators of a company’s CSR, this paper reports on a large-scale quasi-field experiment aimed at gaining a deeper understanding of the levers of successful in-store, point-of-sale, CSR communication. In cooperation with a large international retailer, the authors analyzed the effects of varying in-store CSR communication strategies in 48 unique stores, combining data from a customer survey, company records of customers’ real visits and purchases, and interviews with store managers. Taking into (...) account the nested structure of the data, the authors reveal that CSR-related training of frontline employees bestows its favorable effect on customers and customer behavior only if it is accompanied by the store managers’ personal support for CSR. (shrink)

This study aims to examine how service employees’ perceptions of corporate social responsibility affect their creativity at work and its mediated link through compassion at work and their intrinsic motivation. Working with a sample of 250 hotel employees in South Korea, structural equation modeling is employed to test research hypotheses. The results of this research suggest that employees’ perceptions of CSR are positively related to employee creativity. Second, compassion at work mediated the positive relationship between employees’ perceptions of CSR (...) and creativity. Third, employees’ intrinsic motivation also mediated the positive relationship between employees’ perceptions of CSR and employee creativity. Finally, the relationship between employees’ perceptions of CSR and employee creativity is sequentially and fully mediated by compassion at work and their intrinsic motivation. The theoretical and managerial implications of the results and limitations of the study are discussed, and future research directions are suggested. (shrink)

Business Ethics: A European Review, EarlyView.

This paper contributes to the ongoing discussion of sustainability behaviors by introducing the construct of perceived organizational support toward the environment. We propose and empirically test an integrated model whereby we test the association of POS-E with employees’ organizational citizenship behaviors toward the environment as well as to job attitudes. Results indicated that POS-E was positively related to OCB-E, job satisfaction, organizational identification, and psychological empowerment, and negatively related to turnover intentions. We also found that psychological empowerment partially mediated the (...) relationship between POS-E and the dependent variables. We discuss the theoretical implications as well as practical implications for managers seeking to encourage sustainability in their organizations. (shrink)