A Comparative Study of Ethical Perceptions of Managers and Non-Managers

Lai, Gina W F; Lam, Kit Chun Joanna

doi:10.1007/s10551-008-9824-y

Cited by 28 publications

(33 citation statements)

References 58 publications

(32 reference statements)

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“…Fourth, the scale reliabilities were in some cases low. Although, it has been suggested that statistical analysis alphas above 0.6 (Ge and Thomas 2008;Murphy and Davidshofer 1998;Robinson et al 1991) or above 0.5 (Park et al 2008;Siu and Lam 2009) may be considered reasonable and adequate (see also Cronbach 1951), our findings need to be interpreted with caution as the Cronbach a of three scales used in this study is below the commonly recommended alpha of 0.7 (Nunnally 1978). Fifth, we have only investigated the use of external and anonymous whistleblowing and have not included reverse-coded items for internal and identified whistleblowing.…”

Section: Discussionmentioning

confidence: 53%

Value Orientations as Determinants of Preference for External and Anonymous Whistleblowing

Nayır

Herzig

2011

J Bus Ethics

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Incidences of organizational wrongdoing have become wide spread throughout the whole business world. The management of organizational wrongdoings is of growing concern in organizations globally, since these types of acts can be detrimental to financial well being. Wrongdoing occurs within organizational settings and organizational members commonly have knowledge of and thus the opportunity to report the wrongdoing. An employee's decision to report individual or organizational misconduct, i.e. blow the whistle, is a complex phenomenon that is based upon organizational, situational and personal factors. The purpose of this study is to examine the relationship between value orientations of individuals and choices for particular whistleblowing modes. Our results show that there are significant relationships between these variables. We contribute to the extant literature by choosing Turkey as context as most studies have been conducted in the US and Europe, and little has been reported about the actions taken by employees in nonWestern cultures when they observe wrongdoing in their organizations.

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Section: Discussionmentioning

confidence: 53%

Value Orientations as Determinants of Preference for External and Anonymous Whistleblowing

Nayır

Herzig

2011

J Bus Ethics

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“…Thus, Siu and Lam (2009) compared ethical perceptions of managers and non-managers in Hong Kong, and found that managers tend to adhere to higher ethics standards, than non-managerial employees. According to the National Business Ethics Survey, conducted by ECR, 'the more senior an employee is, the more useful he is apt to find ethics training' (Training 2005, 15).…”

Section: Research Hypothesesmentioning

confidence: 99%

Minding the gap: exploring differences in perceptions of ethical business cultures among executives, mid-level managers and non-managers

Ardichvili

Jondle²,

Kowske

2012

Human Resource Development International

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This study explored whether perceptions of organizational business ethics differ by hierarchical levels. The study sample included more than 40,000 executives, mid-level managers and non-managerial employees from business organizations in six countries: Brazil, China, Germany, India, the UK and the US. We found that executives provided the most positive assessment of ethical business culture within their respective organizations. Employees' assessments were less positive, and mid-level managers' assessments fell in the middle. Organizational size and respondents' age were not related to differences in responses. Statistically significant differences among hierarchical levels were found in Brazil, the US, Germany, the UK and China. Differences were not significant in India. Executives with longer tenure at the same organization tended to provide higher ratings of organizations' ethical cultures, while managers' and employees' ratings tended to decrease with time.

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“…Although we did not find studies contrasting directly the care/justice preferences of managers and non-managers, we found evidence suggesting that managers value fairness more (a key component of ethics of justice) and are more rule-driven than non-managers (Siu and Lam 2009). Brown and Treviño's (2006) literature review describes ethical leaders as ''fair and principled decision-makers'' (p. 597).…”

Section: On Managerial Statusmentioning

confidence: 54%

Circles of Ethics: The Impact of Proximity on Moral Reasoning

2015

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We report the results of an experiment designed to determine the effects of psychological proximityproxied by awareness of pain (empathy) and friendshipon moral reasoning. Our study tests the hypotheses that a moral agent's emphasis on justice decreases with proximity, while his/her emphasis on care increases. Our study further examines how personality, gender, and managerial status affect the importance of care and justice in moral reasoning. We find support for the main hypotheses. We also find that care should be split into two components, one related to protection (or compassion) and the other to the preservation of relationships. Although gender does not affect moral reasoning directly, we find that it does so indirectly via personality, controlling for age, professional status, and professional background. We do not find a significant effect of managerial status on ethics of justice, but do find that holding a managerial position has a negative impact on ethics of care. Regarding personality, we detect significant positive effects of conscientiousness on ethics of justice and of neuroticism on ethics of care.

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A Comparative Study of Ethical Perceptions of Managers and Non-Managers

Abstract: deontological views, ethical perceptions, income, managers, nature of organizations, non-managers, professionals,

Cited by 28 publications

References 58 publications

Value Orientations as Determinants of Preference for External and Anonymous Whistleblowing

Value Orientations as Determinants of Preference for External and Anonymous Whistleblowing

Minding the gap: exploring differences in perceptions of ethical business cultures among executives, mid-level managers and non-managers

Circles of Ethics: The Impact of Proximity on Moral Reasoning

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