Implicit Mental Processes in Ethical Management Behavior

Marquardt, Nicki

doi:10.1080/10508421003595950

Cited by 14 publications

(12 citation statements)

References 42 publications

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“…Marquardt's (2010) study, for example, which relied on reaction time measures, provided evidence that even analytic tasks—involving complex decision‐making processes—are much more affected by implicit than explicit attitudes.…”

Section: Introductionmentioning

confidence: 99%

Implicit social cognition and safety culture

Marquardt

Gades

Robelski

2011

Hum Ftrs & Erg Mfg Svc

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Most models define safety culture as basic assumptions, attitudes, or values concerning organizational safety issues. When measuring safety cultures, many researchers have had their main focus on explicit safety‐critical attitudes and generally relied on specific survey instruments. It is questionable, however, whether self‐report measures can capture all aspects of organizational safety culture. Instead of getting direct answers, implicit measures rely on activating automatic attitudes derived from long‐term memory and measure the time it takes an individual to react to attitude‐evoking stimuli. This article deals with the relationship between implicit safety‐critical attitudes and safety culture. The first study involved the measurement of explicit and implicit safety‐critical attitudes from 376 participants working in various industries. The Implicit Association Test (IAT)—a latency‐based measurement approach—was applied to assess implicit safety‐critical attitudes. Explicit safety attitudes were measured by questionnaire. Implicit and explicit attitudes are both related to organizational safety performance indicators, such as data concerning accidents and near misses. The second study involved both types of safety‐critical attitudes that were used for predicting safety culture indicators on an individual level. An example of this is risk awareness. The first study's results show that explicit and implicit safety‐critical attitudes represent various aspects of an organizational safety culture and can be related to safety performance indicators on an organizational level. The second study's results indicate that implicitly measured attitudes have been better at predicting safety culture indicators on an individual level compared to explicit attitude. Recommendations for future research in the field of safety culture assessment are made. © 2011 Wiley Periodicals, Inc.

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Section: Introductionmentioning

confidence: 99%

Implicit social cognition and safety culture

Marquardt

Gades

Robelski

2011

Hum Ftrs & Erg Mfg Svc

Self Cite

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“…The explicit attitudes towards the two options of the experimental scenario (increasing product safety vs. cutting costs) were measured by means of a six‐item 7‐point Semantic Differential Scale (Marquardt, 2010). Following common approaches of explicit moral attitude measurement (see Reidenbach & Robin, 1990; Tetlock et al, 2000) each 7‐point item consisted of polar‐opposite adjective pairs (e.g., moral–immoral).…”

Section: Methodsmentioning

confidence: 99%

“…The factor analysis yielded one factor (moral evaluation) with a eigenvalue bigger than one and 83% explained variance. The factor loading of all items was above 0.90 (Marquardt, 2010).…”

Section: Methodsmentioning

confidence: 99%

“…Traditionally, researchers have studied explicit attitudes of employees by using questionnaires (e.g., Cox & Cox, 1991; Rundmo, 2000). However, increasingly more researchers now focus on implicit attitudes that can be assessed with reaction time measures like the Implicit Association Test (IAT; Greenwald et al, 1998; Ledesma et al, 2015; Marquardt, 2010; Rydell et al, 2006). These implicit attitudes could provide better insights into what influences safety behavior because they are considered to be tightly linked with key safety indicators.…”

Section: Introductionmentioning

confidence: 99%

“…These consist of evaluations derived from logical conclusions. In addition, explicit attitudes are often influenced by social desirability, if the topic is rather sensitive such as moral issues (Maass et al, 2012; Marquardt, 2010; Van de Mortel, 2008). This has also been observed in safety research where, in a study on helmet use, the explicit measure was associated with a Social Desirability Scale (Ledesma et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Safety culture transformation—The impact of training on explicit and implicit safety attitudes

Marquardt

Hoebel

Lud

2020

Hum Ftrs & Erg Mfg Svc

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The present paper investigates the changeability of safety culture elements such as explicit and implicit safety attitudes by training. Therefore, three studies with different time frames, training durations, and settings will be presented. In the first study, the short‐term attitude change of students from an international environmental sciences study program was measured after safety training in a chemical laboratory. In the second study, the medium‐term attitude change was assessed after a Crew Resource Management training for German production workers in the automotive industry. In the third study, the long‐term attitude changes were measured after safety ethics training in a sample of German occupational psychology and business students. Different self‐report measures were used to evaluate the training effectiveness of explicit safety attitudes. The change of implicit safety attitudes was assessed by Implicit Association Tests. The results of all three studies revealed a significant training effect on the explicit safety attitudes, but not on the implicit ones. Besides the training effect on the explicit attitudes, there was no effect of time frame (short‐, medium‐, long‐term), training duration (2 h, 2 days, 12 weeks), and setting (chemical laboratory, automotive industry, safety ethics study program) on the attitude change. Based on the results, conceptual, methodological, and practical implications for training effectiveness and safety culture transformation are discussed.

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Beyond the Business Case: An Ethical Perspective of Diversity Training

Jones

King

Nelson

et al. 2013

Human Resource Management

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Extant literature on diversity training programs continues to yield little evidence of their overall effectiveness. Whereas the most common approach to diversity training entails justifying the value of diversity on the basis of its contribution to the organization's bottom line, we argue that approaching diversity training from an ethical perspective may bolster the effectiveness of traditional approaches. Specifically, to the degree that traditional bottom‐line justifications are enhanced with social justice arguments, training effectiveness will increase. In the following article, we discuss traditional approaches to diversity training, provide a general overview of ethics, discuss how theory and research from behavioral ethics literature might help to address some of the challenges faced in diversity training, and draw from ethics literature to make specific, novel suggestions about the implementation and presentation of diversity training.

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Implicit Mental Processes in Ethical Management Behavior

Cited by 14 publications

References 42 publications

Implicit social cognition and safety culture

Implicit social cognition and safety culture

Safety culture transformation—The impact of training on explicit and implicit safety attitudes

Beyond the Business Case: An Ethical Perspective of Diversity Training

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