People react differently to decisions based on what they perceive was the fairness of the outcome as well as the fairness of the process — and whether or not they trusted the decision makers in the first place. For example, if people trust a manager, they are more likely to see both the outcome and […]
Read More… from How People React to the Fairness of Decisions: Trust Makes a Difference
It is well established, in research, that employees who are allowed to voice their opinions perceive decision-making procedures as more fair and are more likely to display pro-social behaviours and work in the collective interest. Relatively little, however, is known about what influences leaders’ decisions to grant ‘voice’ and act fairly. The results of the […]
Read More… from How Employees Win ‘Voice’ and Influence Decisions
Why do unethical practices become ‘normalized’ in some organizations? Why do errant employees sometimes go unpunished for long periods of time? These are questions that many people will have asked in the wake of the phone hacking scandal at News of the World and the recent interest-rate-rigging scandals at major banks. One explanation is that […]
Read More… from Profits Vs Principles: Market Competition and Moral Transgression
High levels of ethical leadership can have unintended consequences, demotivating employees and making pro-social and co-operative behaviours less likely, according to recent research in Europe and the US. The research, based on three field studies and an experiment, finds a negative, linear relationship between ethical leadership and employee deviance: the more ethical the leader, the […]
Read More… from Can a Leader Be Too Ethical?