This study proposed and tested a multiple-influences causal model of ethical decision-making behavior. Social learning, stage of cognitive moral development (CMD), and locus of control (LC) were hypothesized to influence ethical decision making. The mediating influence of outcome expectancies was also hypothesized. Social learning conditions (vicarious reward, vicarious punishment, and control) were manipulated with an in-basket exercise. Path analysis revealed that ethical decision making was influenced directly by CMD, LC influenced ethical decision making directly and indirectly through outcome expectancies. Vicarious reward influenced ethical decision making indirectly through outcome expectancies. No support was found for the direct eflects of vicarious reward or punishment. Future research directions and theoretical and practical implications are discussed. Week after week, the American public is treated to vivid media revelations of wrongdoing in business, government, educational, and religious institutions. Clearly, ethical and unethical behavior in organizations is a relevant social issue demanding the attention of organizational scientists. Consistent with Waterman (1988), we designed this study to investigate two areas of ethical decision making that are of interest to psychologists: moral reasoning (the cognitive processes people use in making ethical decisions) and moral behavior (what individuals do. in ethical dilemma situations). We proposed and tested a causal model of the organizational and individual influences on ethical decision-making behavior in the organization. We also investigated the mediating role of cognitive processes. The "bad apples" argument attributes unethical behavior in the organization to a few unsavory individuals (Simpson, 1987) lacking in some personal quality, such as moral character. Research based on this individual differences approach has found such measures as locus of control (LC), economic value orientation, political value orientation, Machiavellianism, and cognitive moral development (CMD) to be significantly related to ethical decision-making behavior (Hegarty & Sims,

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A longitudinal experimental design was used to evaluate the effects of two different realistic job previews on subsequent turnover and to clarify the processes responsible for any such effects. One, enhancement preview, was constructed to enhance overly pessimistic expectations, whereas the other, reduction preview, was designed to reduce overly optimistic expectations. Subjects, 533 male and female trainees in the U.S. Army, were given either preview, both previews combined, or no preview. Pretest, posttest, and follow-up (5 weeks later) perceptual and attitudinal measures were collected, in addition to demographic and turnover data. Results indicated (a) that trainees exposed to the combined previews had significantly (p <.05) lower turnover, (b) that those exposed only to the reduction preview had significantly (p <.05) higher turnover, and (c) that the previews administered in all experimental conditions were more effective in reducing turnover (p <.05) among more intelligent trainees and those initially more committed to the Army. Survey measures collected immediately after the previews showed that the combined previews increased perceptions of trust and honesty, and that the reduction preview reduced anticipated job satisfaction. Measures collected after 5 weeks revealed that trainees exposed to the combined previews (a) saw the Army as more caring, and trustworthy and honest, (b) were more committed to the Army and more satisfied with their jobs, and (c) experienced less role ambiguity.

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A repeated measures longitudinal design was used to analyze the turnover process among a cohort of 1,445 U.S Marine Corps enlistees The conceptually relevant variables of behavioral intentions, expected utility for both military and civilian roles, and satisfaction were tracked over a 4-year period Significant predictors of early turnover were found at the time of organizational entry and were indicative of individual and anticipatory socialization differences. Differences predicting subsequent turnover and reenhstment emerged over time as evidenced by significant time and Group X Time effects These effects empirically capture the frequently discussed but rarely documented temporal process underlying the turnover phenomena Such effects have both conceptual and practical implications Recent reviewers of the employee turnover literature have observed the need for both comprehensive models and longitudinal re-