The Myths of Unethical Behaviour
商品編號：9B15TE06
出版日期：2015/10/21
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商品來源：Ivey Business Journal
商品主題：Organizational Behaviour/Leadership
商品類型：Article
涵蓋議題：Organizational behaviour;greed;ethics;risk management;Global Financial Crisis
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內容長度：6 頁
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Only about one-third of unethical corporate behaviour is driven by a desire for personal gain — greed isn’t the key issue. This article debunks myths of unethical corporate behaviour and argues that such behaviour is most often a result of situational and contextual factors, job dependence and cognitive factors. No evidence suggests that the average businessperson has a Machiavellian personality. Although some unethical workplace behaviour is self-serving, most unethical acts are the result of managers encountering moral dilemmas. They can act unethically out of desperation, especially when their job security and financial livelihood are challenged. If they behave unethically, they often rationalize their unethical behaviour by believing that what they did was morally acceptable, and emotionally “consume” to address the negative feelings associated with this behaviour. Their organizational dependence causes them to experience added pressure to perform, thus perpetuating unethical behaviour. In order to avoid the cycle of unethical behaviour, managers should a) have human resource managers focus on providing employees with career counselling and development opportunities so as to avoid becoming too dependent on their employers; b) try to live within their means; c) keep an independent ombudsperson in the firm that can assist when they encounter moral dilemmas; d) implement ethical training programs; and e) practice ethical leadership. The outcomes associated with workers behaving badly are often relatively benign, ranging from lost office supplies and inflated expense reports to minor customer deceptions and white-lie tax filing. Collectively, however, the cost of these acts is enormous, and the business world needs a better understanding of what makes managers misbehave.
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