The conceptualization and measurement of philosophical approaches that influence ethical decision making in the work context: Part 1

Abstract

The negative consequences which unethical behaviour holds for organizations necessitates a focus on ethical issues within the work context, as well as factors which may have an influence on ethical behaviour. Regarding individual factors, researchers indicate that the individual's ethical decision-making philosophy influences the manner in which ethical problems are managed and behavioural decisions are made. The aim of this article (which forms part of a research project consisting of four parts) is therefore to investigate, by means of a thorough literature review, the ethical issues that organizations mostly face, as well as the philosophical decision-making approaches that may influence ethical decision making in the work context, and to integrate these approaches within a holistic framework of ethical decision making. Six main philosophical approaches together with certain corresponding sub-approaches that may influence ethical decision making in the workplace were identified and integrated within a holistic framework of ethical decision making.

The development and initial validation of the work convictions questionnaire (WCQ) to measure approaches to ethical decision making in the workplace: Part 2

“…The aim of this study was, firstly, to develop a valid and reliable measurement instrument based on the six ethical decision-making approaches identified in Boshoff and Kotzé (2011), in order to be able to measure the approaches most utilised within the work context at both organisational and individual levels. Secondly, the aim was to evaluate the measurement properties by means of a measurement model/ framework and estimates of reliability, in order to determine how accurately the questionnaire measures these proposed six ethical decisionmaking approaches.…”

“…This framework, including a discussion of the six ethical decision-making approaches, was discussed thoroughly by Boshoff and Kotzé (2011). In naming the questionnaire, the word ethics was replaced with convictions, in order to limit the possibility of socially desirable responses.…”

“…In naming the questionnaire, the word ethics was replaced with convictions, in order to limit the possibility of socially desirable responses. Figure 1 presents the proposed holistic framework of ethical decision making, which integrates the six main approaches regarding ethical decision making (Boshoff & Kotzé, 2011). A short summary of the six approaches for which items were developed for purposes of the questionnaire will follow.…”

“…Only the consequences of the action or decision will determine the acceptability thereof (Boshoff & Kotzé, 2011;Esterhuyse, 1991;Garofalo, 2003;Malloy & Zakus, 1995;Trevino & Nelson, 2007). Within the context of decision making in organisations, an example is providing false and misleading information regarding the possible negative effects of a product, consequently putting the safety and health of customers at risk (Boshoff & Kotzé, 2011;McCall, 2006;Malan & Smit, 2001;). Another is business decisions and activities that may result in environmental problems (Boshoff & Kotzé, 2011;Gibson, 2007).…”

“…The objectives of the research project were, firstly, to investigate, by means of a literature review, the predominant ethical issues that organisations face, and, secondly, the various decision-making approaches that may influence ethical decision making in the work context. In the results of this research, which have been published previously in the African Journal of Business Ethics (Boshoff & Kotzé, 2011), six main approaches, together with certain corresponding sub-approaches were identified and integrated within a holistic framework of ethical decision making. A further objective of the study was to develop a valid and reliable measurement instrument based on this holistic framework, in order to enable researchers and managers to measure the dominant ethical decision-making approaches in the work context, at both organisational and individual levels.…”