مقاله انگلیسی رایگان در مورد تصمیم گیری اخلاقی مبتنی بر داده ها، روابط جانبی و تعهد سازمانی – امرالد 2017

Organizations utilize a variety of approaches to develop and maintain a work context that promotes ethics and other desirable employee characteristics. For example, considerable effort can be dedicated to developing a set of ethical values that highlight important behavioral guidelines (e.g. Herndon et al., 2001; Hunt et al., 1989; Trevino and Nelson, 2011). Additionally, employees can be recruited, selected and socialized in a manner so that they understand the importance of these cultural principles (Fritz et al., 1999; Hunt et al., 1989; Sims, 1991; Valentine et al., 2014). Another mechanism for improving organizational ethics includes managers’ adherence to and promotion of ethics through their actions and reinforcement processes (i.e. decisions about rewards and punishments) (Fritz et al., 1999; Hunt et al., 1989; Koh and Boo, 2001; Koonmee et al., 2010; Schwepker, 2001; Trevino et al., 1998; Trevino and Nelson, 2011). The creation of programs such as codes of conduct and ethical training can also support ethics in companies (Koonmee et al., 2010; Ruiz-Palomino et al., 2013; Schwepker, 2001; Trevino and Nelson, 2011). Despite these effects, the process of ethical decision making often requires access to and evaluation of cognitively complex information, including assessments of individual, situational, organizational factors (Ferrell and Gresham, 1985; Hunt and Vitell, 1986; Jones, 1991; Rest, 1986; Trevino, 1986). Attention directed toward augmented ethical reasoning also increases the complexity of the decision making that occurs in organizations due to the diversity and quantity of information related to the issues addressed. Individual and organizational responses to these information requirements may include enhancements to formal/informal organizational structures and systems for identifying, accessing and evaluating appropriate data for ethical decision making (Rottig et al., 2011). However, changes to structures can dramatically affect ( for better or for worse) information processing requirements and capabilities (Eppler and Mengis, 2004). While enhanced information access/flow may be useful for ethical decisions, information overload may lead employees to exercise poor judgment and disengage (Eppler and Mengis, 2004). One response to increased information needs is the application of information gathering and processing techniques/technologies to facilitate ethical decision making (Brans and Gallo, 2007; Le Menestrel and Van Wassenhove, 2004; Singer and Singer, 1997). Increased information processing capability could contribute to enhanced organizational ethics, which is generally linked to favorable employee attitudes and other positive consequences (e.g. Hunt et al., 1989; Schwepker, 2001; Singhapakdi and Vitell, 2007; Trevino et al., 1998; Viswesvaran et al., 1998). However, some scholars have warned that the use of data-based (or data-driven) decision-making methods and technologies for sifting, sorting, summarizing and facilitating decisions may adversely affect ethical reasoning by obscuring certain issues for decision makers (Brans and Gallo, 2007; Hollingworth, 2014; Le Menestrel and Van Wassenhove, 2004; Singer and Singer, 1997; Trevino and Nelson, 2011; Valentine and Hollingworth, 2012). These conditions may cause ethical conflict among employees as they observe ethical issues that are not effectively recognized and addressed by the organization. Such conflict, if unresolved, may contribute to role stress, decreases in desirable employee attitudes (including job satisfaction and organizational commitment), and increases in turnover (Schwepker, 1999; Schwepker et al., 1997; Valentine et al., 2014). Consequently, data-based decision making in organizations should focus on ethical issues and concerns in order to avoid such conflict.