| Formal Codes of Ethics Versus Supervisor Expectations For Lying Behavior: An Exploratory Study of Employee Attitudes |
| | Sims, Randi L. | Nova Southeastern U. | sims@polaris.acast.nova.edu | (954) 262-8134 |
| | This study explores the relationship between conflicting ethical expectations for lying behavior and
employee attitudes. Using a sample of 140 employees, the findings indicate that as the difference
between formal codes of ethics and supervisor expectations for lying behavior increases, intentions
to turnover and intrapersonal role conflict increase, and job and organizational satisfaction and
affective commitment decrease. Conflicting ethical expectations were not significantly associated
with continuance commitment. |
| | Keywords: codes of ethics; lying; attitude |
| Integrity Testing and the Base Rate of Employee Theft: A Utility Assessment |
| | Dalton, Dan R. | Indiana U., Bloomington | dalton@indiana.edu | [(812)-855-8489] |
| | Wimbush, James C. | Indiana U., Bloomington | jwimbush@indiana.edu | [(812)-855-2739] |
| | Integrity testing for preemployment screening is subject to continuing
controversy. Among other elements, the base rate of employee theft, an
essential factor for establishing the utility of integrity testing,
is unknown. Given the potential sensitivity of inquiries regarding
theft behavior, we rely on randomized response (RRT) and unmatched count
technique (UCT) results as estimates of the base rate of employee theft
for those personnel with access to cash, supplies, merchandise, or
products easily converted to cash. Depending on the level one ascribes
to "non-trivial" employee theft, the RRT and UCT approaches converge on
theft rates over 50%. Using available estimates of integrity test
validity and the RRT/UCT theft base rates, we address the utility of
integrity testing. |
| | Keywords: Integrity Testing; Honesty Testing; Pre-employment Testing |
| Executive Ethical Leadership: Ethics Officers’ Perspectives |
| | Trevino, Linda Klebe | Pennsylvania State U., U. Park | ltrevino@psu.edu | (814)-865-2194 |
| | Hartman, Laura Pincus | U. of Wisconsin, Madison | Lhartman@bus.wisc.edu | (608)-262-7920 |
| | Brown, Michael | Pennsylvania State U. | meb239@psu.edu | (814)-863-0597 |
| | Little systematic empirical research has been conducted on the subject of executive ethical leadership. In this qualitative study, we interviewed 18 corporate ethics officers on the topic of executive ethical leadership: what it is, what influences it, and what outcomes it affects. We also asked these ethics officers to contrast ethical leadership with another category which we termed “ethically neutral successful leadership.” We transcribed and systematically content analyzed the transcripts.
Ethics officers characterize ethical executive leaders as aware of the importance of long term success of the organization, the need to balance stakeholders’ interests, and the importance of focusing on means as well as ends. They were also characterized in terms of a variety of behaviors such as those that convey honesty, trust, fairness, compassion, openness and sensitivity. Finally, ethical leaders were discussed in terms of what they care about: people, and means as well as ends – doing the right thing the right way.
These ethics officers believe that executive ethical leaders are made, not born. Although they come to the organization with a set of values, these are learned from family and previous experience. The organization can influence people to become ethical leaders through mentoring, training, and a strong corporate culture.
Executive ethical leaders have a significant impact on the organization by setting the ethical tone or culture, positively influencing the morale and commitment of employees, and positively affecting relationships with stakeholders, and the bottom line.
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| | Keywords: business ethics; leadership; ethical leadership |