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

Boshoff, Estelle; Kotzè, Tina; Nel, Petrus

doi:10.15249/8-2-83

Cited by 4 publications

(12 citation statements)

References 33 publications

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“…Based on an extensive literature review (e.g., Davis, Andersen, & Curtis, 2001;Marques & Azevedo-Pereira, 2009;McMahon & Harvey, 2007), two of the most commonly cited measures are the Ethics Position Questionnaire (EPQ; Forsyth, 1980) and the Multidimensional Ethics Scale (MES;Reidenbach & Robin, 1988). One of the most recent scales developed is the Work Convictions Questionnaire (WCQ; Boshoff, Kotze, & Nel, 2014). These measures are often used to obtain a baseline measurement of a person's ethical values prior to engagement in research situations that measure ethical decision-making choices (e.g., Henle, Giacalone, & Jurkiewicz, 2005;Marques & Azevedo-Pereira, 2009).…”

Section: Measures For Ethical Decision-makingmentioning

confidence: 99%

“…This measure was created to determine the extent to which individuals adopt one of the following ethical ideologies: (1) situationism-ethical actions are based on the context of the situation, (2) absolutism-universal moral principles are used to formulate moral judgments, (3) subjectivism-moral judgments are based on personal values, and (4) exceptionism-there are always exceptions to rules of ethical situations (Forsyth, 1980). Those with high scores on the idealism dimension are concerned with the consequences of their actions whereas, high scores on the relativism dimension indicate their personal moral philosophy is based on the opposite of what is generally accepted as moral (Boshoff et al, 2014).…”

Section: Measures For Ethical Decision-makingmentioning

confidence: 99%

“…The MES was developed by Reidenbach and Robin (1988) and is used to evaluate the criteria people use when making ethical decisions (Boshoff et al, 2014). The MES is based on the assumption that ethical decisions are not based on a singular rationale because situational factors are also important to consider when assessing how people make ethical decisions.…”

Section: Measures For Ethical Decision-makingmentioning

confidence: 99%

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Ethics education: the impact of ethics training engagement on unethical decision-making in the workplace

Singer

Diab

2020

International Journal of Ethics Education

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This study examined the impact of ethics training engagement (i.e., active learning vs. passive learning) on unethical decision-making in the workplace. Participants were randomly assigned to one of the two conditions. Next, a baseline measurement of ethical ideology was collected using the Ethics Position Questionnaire (EPQ) and participants then engaged in ethics training based on the condition to which they were randomly assigned. They then had the option to read along or listen to a hypothetical scenario about an employee faced with the opportunity to make an unethical decision, and completed the Unethical Decision Questionnaire (UDQ). Results showed that participants in the passive learning condition were significantly more likely to perceive an unethical situation as ethical compared to participants in the active learning ethics training condition. Additionally, participants in the passive learning condition were significantly more likely to engage in unethical decision-making than participants in the active learning condition.The current findings contribute to the existing literature by providing evidence that active learning in ethics training programs could reduce unethical decision-making within the workplace.

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Section: Measures For Ethical Decision-makingmentioning

confidence: 99%

Section: Measures For Ethical Decision-makingmentioning

confidence: 99%

Section: Measures For Ethical Decision-makingmentioning

confidence: 99%

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Ethics education: the impact of ethics training engagement on unethical decision-making in the workplace

Singer

Diab

2020

International Journal of Ethics Education

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“…Boshoff et al (2014) believed that employees in the workplace managed problems from principled approaches toward thoughtful decision-making. It is imperative for supervisors to understand what motivates and drives employees in the company regarding their operating philosophies.…”

Section: Literature Reviewmentioning

confidence: 99%

Relationships between philosophical values and conflict management styles

Parmer

2017

IJCMA

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Purpose To examine the relationships between Boyatzis et al.’s (2000) philosophical value orientations and Rahim’s (1983 & 1995) conflict management styles through an exploratory research study. The philosophical value orientations are identified as pragmatic, intellectual and human. The conflict management styles are represented as integrating, obliging, dominating, avoiding and compromising. Design/methodology/approach The author collected a sample of 161 participants gathered from Amazon’s mechanical turk digital labor pool. Participants completed a survey measuring their philosophical value orientations, conflict management styles and provided information on demographic characteristics. Statistical analysis was used to explore the relationship between philosophical value orientations, conflict management style scores and demographic characteristics. Findings The study demonstrated there were significant associations between the philosophical value orientations and the conflict management styles. Significant associations regarding the philosophical value orientations and conflict management styles were also found across the demographic groups. Research limitations/implications Three philosophical value orientations were examined in this study to include pragmatic, intellectual and human; however, there are a multitude of personal and workplace values that could be further studied. Practical implications The practical implications of this study show that employees do bring into the company or organization a set of beliefs and value structures that can influence how they respond and relate to their immediate supervisor in challenging or conflicting situations. Social implications The social implications of this study indicate employees’ behavior and reactions to their immediate supervisor are directly manipulated by the value-based system they have developed prior to joining the organization. Originality/value No prior research has examined the relationship between Boyatzis et al.’s (2000) philosophical value orientations of pragmatic, intellectual and human and Rahim’s (1983 & 1995) conflict management styles of integrating, obliging, dominating, avoiding and compromising. This study explores how philosophical value orientations are related to the five conflict management styles manifested within the organizational leader-follower dyadic relationship.

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“…South Africans understood that to meet the challenges to develop their economy and ensure that business was conducted better than before, they would have to seek out and use the world's best practises, especially in the area of corporate governance and business ethics (Price and Van der Walt, 2013). This required a better understanding of the ethical decisionmaking practises of South Africans working for the South African government or the local business sector and of how such practises impact on the management of ethical problems by these sectors of South African society (Boshoff et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

South African corporate ethics codes: establishment and communication

Roberts-Lombard

Mpinganjira

Wood

et al. 2019

EBR

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Purpose The purpose of this study is on the top 500 companies in South Africa (as per the TopCo, 2014 list) that have a code of ethics, to see the current state of development in this area after 20 years of focus by the government and business on making corporate South Africa a more ethical environment, in which to conduct business. Design/methodology/approach A structured questionnaire survey method was used to gather the data and it was directed to the company secretaries of these top 500 companies. Findings Many companies in South Africa have a well-established set of protocols to enact the ethos of their code of ethics, indicating that they are becoming increasingly aware of the benefits to them of having a code. South African companies are, therefore, implementing both a code of ethics and strategies that contribute to creating an ethical corporate culture. Research limitations/implications This study provides an opportunity to further research assessing and comparing other companies in non-Western and emerging economies. Practical implications After 20 years of endeavours by business people and lawmakers to improve the ethical framework of South African business, there is still plenty of work to be done, as so many top companies do not appear to have a code of ethics. Originality/value There have been limited studies in the area of business ethics in South African companies. This study is the first of its kind in the South African context and establishes the current practice 20 years after the King I report.

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

Cited by 4 publications

References 33 publications

Ethics education: the impact of ethics training engagement on unethical decision-making in the workplace

Ethics education: the impact of ethics training engagement on unethical decision-making in the workplace

Relationships between philosophical values and conflict management styles

South African corporate ethics codes: establishment and communication

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