The Public/Private Distinction and the Political Status of Employment

Radin, Tara J.; Werhane, Patricia H.

doi:10.1111/j.1744-1714.1996.tb00699.x

Cited by 26 publications

(21 citation statements)

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“…Jackall (1988) claims that organisational life makes managers unable to see most issues that confront them as moral, even when the problems they face are presented in moral terms. This is an outcome of the nature of the employment relationship which grants a certain degree of control to employers over the behaviour of their employees, resulting in the relinquishment of some of their autonomy (Radin and Werhane, 1996), a phenomenon that can be explained by the zone of indifference (Barnard, 1938), the range within which individuals are willing to obey authority without questioning it. Barnard called this phenomenon irresponsible because people in organisations do not affect their morality in their behaviour.…”

Section: Moral Behaviour At Workmentioning

confidence: 99%

Anomie and Ethics at Work

Tsahuridu

2006

J Bus Ethics

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The paper reports on research undertaken in three organisations seeking to explore anomie at work. This research explores whether a distinction in the levels of anomie between people’s perception of the work and non-work contexts exists in three organisations, that is whether people are more likely to feel more hopeless and helpless in their work or non-work life. It also looks at whether people in different organisations have significantly different levels of anomie. A significant difference in the non-work anomie between organisations, but no significant difference in work anomie between organisations, was found. In the three organisations researched, the anomie score in the non-work context is lower than in the work context, indicating that respondents perceive the work context as more anomic. The work anomie for the total sample was found to be significantly higher that the non-work anomie. The implications for ethical behaviour at work and business ethics are discussed. Copyright Springer Science+Business Media, Inc. 2006Anomie, morality, business ethics, work anomie,

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Section: Moral Behaviour At Workmentioning

confidence: 99%

Anomie and Ethics at Work

Tsahuridu

2006

J Bus Ethics

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“…They are thus, not morally autonomous persons and do not behave as moral agents. The nature of the employment relationship is such that it grants a certain degree of control to employers over the behaviour of their employees, resulting in the relinquishment of some of the employees' autonomy (Radin and Werhane, 1996). Jackall (1988) attributes the abdication of personal responsibility and autonomy to the imperatives of the work place.…”

Section: Responsibility In Organisationsmentioning

confidence: 99%

Organisational Whistleblowing Policies: Making Employees Responsible or Liable?

Tsahuridu

Vandekerckhove

2007

J Bus Ethics

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“…The fact that most countries provide employees general legal protection against arbitrary termination (Radin & Werhane, 1996), and the present study's findings that even when there is no legal protection against arbitrary termination, employees believe that their employer is obligated to have good reasons to discharge, combine to support the growing number of researchers and lawyers who argue that multinational employers should consider voluntarily adopting "good cause" protection for their U.S. workforce (e.g., Roehling & Wright, 2004;Zuehl & Sherwyn, 2001). Although the legal protection provided by employment at-will is largely illusory (discussed immediately above), a universal good cause policy would promote perceived consistency throughout the organization (across countries), and help ensure that the organization is perceived by its stakeholders (e.g., employees, customers, investors) as acting consistent with what appears be to a transnational justice norm.…”

Section: Practical Implicationsmentioning

confidence: 99%

?Good Cause Beliefs? in an ?At-Will World?? A Focused Investigation of Psychological Versus Legal Contracts

Roehling

Boswell

2004

Employ Respons Rights J

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This study assesses the psychological contracts of a group of at-will employees and compares their relevant psychological contract beliefs with the terms of the controlling legal employment contract. In addition, we test specific hypotheses regarding the relationship between employers' formal job security policy (employment at-will vs. "good cause" protection, and employee personal characteristics; equity sensitivity, organizational tenure) to 2 focal psychological contract beliefs (the employer's obligation to have a good reason to discharge the employee, and the employee's reciprocal obligation to have a good reason to leave his/her employer). These issues are investigated using survey data sampled from 15 diverse U.S. organizations, and independently collected information regarding organizations' job security policies. The results provide evidence of a widely shared psychological contract belief that, despite explicit at-will policies, U.S. employers are highly obligated to have a good reason to discharge employees. Further, personal characteristics are more strongly related to the focal psychological contract beliefs than employer job security policies. The theoretical contribution of the study and its practical implications are discussed.

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The Public/Private Distinction and the Political Status of Employment

Cited by 26 publications

References 0 publications

Anomie and Ethics at Work

Anomie and Ethics at Work

Organisational Whistleblowing Policies: Making Employees Responsible or Liable?

?Good Cause Beliefs? in an ?At-Will World?? A Focused Investigation of Psychological Versus Legal Contracts

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