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Behavioral ethics is a field of social scientific research that seeks to understand how individuals behave when confronted with ethical dilemmas. [1] [2] It refers to behavior that is judged within the context of social situations and compared to generally accepted behavioral norms.
There are at least four elements that aim to create an ethical culture and behavior of employees within an organization. These elements are: a written code of ethics and standards (ethical code) ethics training for executives, managers, and employees; the availability of ethical situational advice (i.e. advice lines or offices)
Maintaining an ethical status is the responsibility of the manager of the business. According to a 1990 article in the Journal of Business Ethics, "Managing ethical behavior is one of the most pervasive and complex problems facing business organizations today." [5]
Research has shown that one's level of Machiavellianism can be a major factor in situations where workplace manipulation is involved because this trait can have an effect on the ability for an individual to "fit" into a highly political work environment. [32] Research has found individuals with Dark Triad traits are drawn to entrepreneurship.
Scientific misconduct is the violation of the standard codes of scholarly conduct and ethical behavior in the publication of professional scientific research. It is violation of scientific integrity: violation of the scientific method and of research ethics in science, including in the design, conduct, and reporting of research.
Adam Barsky investigated the effects of moral disengagement and participation in unethical work behavior across two studies. [53] The research focused on moral disengagement through moral justification and displacement of responsibility and unethical behavior as deceptive behaviors such as "outright lying", and "attempts to obscure the truth". [54]
If organizations have authority figures who demonstrate their ethical values, a healthier workplace environment is created. "Research has suggested that managers' behavior influences employee ethical decision-making". [13] Employees who perceive themselves as being treated respectfully and valued are those less likely to engage in workplace ...
The third step involved administering the scale to a group of 67 students who had managerial experience. The students were asked to complete the scale while thinking of someone who currently, or had in the past, worked for them. Students then described the person's work behavior and their responses to the scale items.