Business ethics Essay

Introduction EDM *** For the purpose of this research, we will look at the factors which enamour an separate to engage in un honourable conduct, which is defined as some(prenominal) organizational member action that violates widely accepted societal and good norms (Rest, 1986).It may be useful to note that unhonorable behaviour does not equate to workplace deviance or counterproductive work behaviour (violating organizational norms) These factors stinkpot be split into leash categories, individual characteristics (cognitive lesson development, locus of control, Machiavellianism, virtuous philosophy, demographics), clean issue characteristics such as honourable intensity (T. M. Jones, 1991), and organizational environment characteristics (ethical climate, ethical culture, codes of conduct). Personal Characteristics Cognitive moral development.The theory of cognitive moral development (CMD) states that there are assorted directs of reasoning that a person may apply to ethic al issues. The individual at level one is concerned with their self-interest and outer rewards and punishments. At level two, the individual does what others expect of them. The individual at level three possesses more autonomous decision-making skills based on principles of rights and justice rather than external influences (Kolberg, 1969). According to empirical research by Kolberg, around people maneuver at level two thinking.This is supported by Trevino and Nelson (2007), who say that most individuals are not autonomous and do not constantly take up an internal moral compass when it comes to decision making. A study by Weber (1990) also placed most business managers at level two. Rest (1986), who proposed the 4-stage ethical decision making process, places vast importance on CMD theory. This implies that while the level of reasoning an individual carries is a determinant of his actions, the situational condition also does influence the actions of that individual.Taking CMD theory into consideration, it can be verbalise that the actions of an individual is both a consequence of personal and organizational characteristics. discipline and cultural characteristics According to Crane and Matten (2007), research has shown that internality and cultural background can have a significant influence on an individuals ethical beliefs. Of the more than 30 empirical cross-cultural studies on ethical attitudes and ethical behavior conducted, practically all of them recognize the influence of national culture on ones ethical attitude and behaviour.In support of this view is a study by Christie et al. (2003) using direct data collected from 345 business manager participating in executive director MBA programs in selected schools across India, Korea and the United States looked at the relation surrounded by Hofstedes four cultural dimensions and the attitude of individuals toward business morals in popular and toward twelve common questionable practices in part icular. It concluded that there existed firm relationship between cultural dimensions of individualism and power distance and ethical attitudes of business managers toward certain questionable business practices.The analysis of the relationship between ethical attitudes of business managers toward questionable business practices and cultural dimensions of masculinity, uncertainty voidance, and long-run orientation produced mixed results, probably due to the effect of external variables and the insiginificant differences in cultural dimension scores among the countries surveyed. Although it is difficult to hypothesize, it is unquestionable that culture has an daze on ethical attitudes and behaviour. Organisational Characteristics Rewards.According to Trevino and Nelson (2007), a reward system is of the essence(p) to the alignment of ethical culture because people pay attention to what is measured, rewarded and disciplined. It is in human nature to do or repeat what is rewarded. T he opposite is received people will avoid what is punished. Jackall (1988) states that what is viewed as acceptable in a workplace is often what is rewarded. Cranes research (2001) also showed that managers could avoid the moral aspect of issues and problems due to lack of progression and fears of marginalization.While loosely positive, rewards can lead to unethical behaviour too Code of morals enforcement Others Moral Intensity What would promote ethical behaviour link to above References * Kohlberg, L. (1969). Stage and sequence The cognitive developmental approach to socialization. In D. A. Goslin (Ed. ), enchiridion of socialization theory and research. Chicago, IL Rand McNally. * Rest, J. (1986). Development in judging moral issues. Minneapolis, MN University of Minnesota Press. * Trevino, L. K. , & Nelson, K. A. (2007). Managing business ethics Straight talk well-nigh how to do it right.New York, NY Wiley. * Jones, T. M. (1991). Ethical decision making by individuals in o rganizations An issue-contingent model. Academy of charge Review, 16, 366395. * Weber, J. (1990). Managers moral reasoning Assessing their responses to three moral dilemmas. world Relations, 43, 687702. * Crane, A. , & Matten, D. (2007), Making Decisions in strain Ethics Descriptive Ethical Theories (Chapter 4) in Making decisions in business ethics in pipeline ethics managing corporate citizenship and sustainability in the age of globalization, 2nd ed., Oxford University Press, Oxford New York, pp. 127-167. * Hofstede, G. H. (1980), Culture Consequences world-wide Differences in Work-related Values, Sage Publications, London. * Christie, P. M. Joseph, et. al. A Cross-Cultural Comparison of Ethical Attitudes of Business Managers India, Korea and the United States, Journal of Business Ethics, 46(3), pp. 263-287, Sep. 2003. * Crane, Andrew, Unpacking the Ethical Product (November 3, 2004). Journal of Business Ethics, Vol. 30, No. 4, 2001.Available at SSRN http//ssrn. com/abstract =1533523 Not used * Trevino, L. K. & Brown, M. E. (2004) Managing to be ethical Debunking five business ethics myths, Academy of Management Executive, Vol. 18, No. 2, pp. 69-81. * Brown, M. E. & Trevino, L. K. (2006) Ethical leadership A review and future directions, The lead Quarterly, Vol. 17, Iss. 6, pp. 595616. * Ardichvili, A. , Mitchell, J. A. & Jondle, D (2009) Characteristics of Ethical Business Cultures, Journal of Business Ethics, Vol. 85, Iss. 4, pp. 445-451.