مقاله انگلیسی رایگان در مورد نقش استقلال اخلاقی در علل و پیامدهای رفتار حامی سازمانی غیر اخلاقی – الزویر 2019

 

مشخصات مقاله
ترجمه عنوان مقاله نقش استقلال اخلاقی در علل و پیامدهای رفتار حامی سازمانی غیر اخلاقی
عنوان انگلیسی مقاله The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior
انتشار مقاله سال 2019
تعداد صفحات مقاله انگلیسی 14 صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
پایگاه داده نشریه الزویر
نوع نگارش مقاله
مقاله پژوهشی (Research Article)
مقاله بیس این مقاله بیس میباشد
نمایه (index) Scopus – JCR
نوع مقاله ISI
فرمت مقاله انگلیسی  PDF
ایمپکت فاکتور(IF)
3.564 در سال 2018
شاخص H_index 128 در سال 2019
شاخص SJR 2.742 در سال 2018
شناسه ISSN 0749-5978
شاخص Quartile (چارک) Q1 در سال 2018
مدل مفهومی ندارد
پرسشنامه ندارد
متغیر دارد
رفرنس دارد
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت منابع انسانی، مدیریت سازمان های دولتی، مدیریت استراتژیک منابع انسانی
نوع ارائه مقاله
ژورنال
مجله  رفتار سازمانی و فرآیندهای تصمیم گیری انسانی – Organizational Behavior and Human Decision Processes
دانشگاه  Department of Management and Organization, Foster School of Business, University of Washington, United States
کلمات کلیدی رفتار حامی سازمانی غیر اخلاقی، استقلال اخلاقی، علم اخلاق، اخلاق، عملکرد
کلمات کلیدی انگلیسی Unethical pro-organizational behavior، Moral decoupling، Ethics، Morality، Performance
شناسه دیجیتال – doi
https://doi.org/10.1016/j.obhdp.2019.05.007
کد محصول E12561
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
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فهرست مطالب مقاله:
Abstract

1- Introduction

2- Theory and hypotheses

3- Implications for supervisors’ evaluations of their employees

4- Research overview

5- Study 1

6- Study 2a

7- Study 2b

8- Discussion

References

 

بخشی از متن مقاله:

Abstract

In this paper we explore the antecedents and consequences of employees’ unethical pro-organizational behavior (UPB) through the lens of moral decoupling—a moral reasoning process whereby individuals separate their perceptions of morality from their perceptions of performance. First, we argue that employees increase their engagement in UPBs when they (1) see their supervisors doing the same and (2) believe that their supervisors endorse moral decoupling. Second, we argue that employees’ UPBs are only positively related to supervisors’ evaluations of their job performance when supervisors themselves report that they morally decouple. We test these hypotheses in a field sample of supervisor–employee dyads and two experimental studies. This combination of studies highlights the complex link between ethics and perceptions of performance within organizations.

Introduction

In both the organizational sciences (Mitchell, Vogel, & Folger, 2015; O’Reilly, Aquino, & Skarlicki, 2016) and the broader psychological literature (Goodwin, 2015; Goodwin, Piazza, & Rozin, 2014), scholars have noted a tendency for individuals who act unethically to be perceived less positively than individuals who act ethically (Berry, Sackett, & Wiemann, 2007; Goodwin, 2015; Sackett & Harris, 1984; Sackett & Wanek, 1996). For example, when employees act unethically, they tend to be punished (Bauman, Tost, & Ong, 2016; Trevino & Youngblood, 1990), ostracized (Feinberg, Willer, & Schultz, 2014), and even fired from their jobs (Huhman, 2018). Similarly, research has shown that employees who act ethically are perceived as better leaders (Brown, Treviño, & Harrison, 2005) and as better performers than their peers (Gatewood & Carroll, 1991; James, 2000; Jose & Thibodeaux, 1999). Typically, employees act unethically in an attempt to obtain better outcomes for themselves. For example, they lie to their coworkers to cover up their mistakes, steal supplies from their offices to avoid buying the supplies themselves, and misrepresent their performance to their supervisors to attain raises, promotions, and other benefits (Treviño, Nieuwenboer, & Kish-Gephart, 2014). For these self-focused unethical behaviors, it is understandable that employees’ unethical behavior would be negatively perceived. However, employees’ unethical actions can also be motivated by a desire to benefit their organizations—a phenomenon Umphress and Bingham (2011) refer to as unethical proorganizational behavior (UPB). Examples of UPB include misrepresenting the truth to make one’s organization look good, exaggerating the quality of the organization’s products or services to customers, and concealing damaging information about the organization from the public (Umphress, Bingham, & Mitchell, 2010). At its core, UPB involves an inherent tension between organizational performance and ethical principles, sacrificing the latter in the name of the former.

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