The Influence of Distributive Justice on Lying for and Stealing from a Supervisor

Umphress, Elizabeth E.; Ren, Lily Run; Bingham, John; Göğüş, Celile Itır

doi:10.1007/s10551-008-9861-6

Cited by 19 publications

(13 citation statements)

References 35 publications

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“…Studies of a conceptual nature as well as reviews were excluded (see for example Pedraza and Gajiwala 2012;Seidl 2007). Studies from surveys or experiments utilizing undergraduate student participants as respondents were excluded (see for example Davidson and Stevens 2013;Gino and Margolis 2011;Umphress et al 2009), but studies involving MBA students were included if the MBA students were also experienced business managers (see for example Hoivik 2007). The argument for excluding studies with student participants is the lack of participants' professional experience.…”

Section: Methodsmentioning

confidence: 99%

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

2019

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This paper presents a review of 100 empirical papers studying corporate codes of ethics (CCEs) in business organizations from the time period mid-2005 until mid-2016, following approximately an 11-year time period after the previous review of the literature. The reviewed papers are broadly categorized as content-oriented, output-oriented, or transformation-oriented. The review sheds light on empirical focus, context, questions addressed, methods, findings and theory. The findings are discussed in terms of the three categories as well as the aggregate, stock of empirical CCE studies in comparison with previous reviews, answering the question "where are we now?" Content and output studies still stand for the majority of the studies, whereas the transformation studies are fewer. Within these areas, two new trends are found to have emerged: discursive analyses and a focus on labor conditions. The review finds that (a) the content of CCEs is still predominantly self-defensive, (b) that CCEs are insufficient in themselves in terms of protecting workers' rights, (c) that CCEs are likely to encounter tensions when implemented across national and organizational boundaries, and (d) that while perception of CCEs is generally positive, CCEs may lead to both positive and negative outcomes. Based on these findings, potential areas for further exploration in the area of CCE research are suggested.

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Section: Methodsmentioning

confidence: 99%

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

2019

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“…Hence, to summarise: researchers have identified a correlation between distributive justice and procedural justice in incentive satisfaction (Koonmee, 2008); the impact of informational justice when downsizing organisations (Kim, 2009); the relationship between ethics and justice (Singer, 2000); the influence of distributive justice or lack of it on unethical behaviour (Umphress et al, 2009); the role played by organisational justice in job satisfaction and self-perceived performance (Whisenant and Smukker, 2009) and organisational justice and employee readiness for organisational change (Shah, 2011) in Islamic work ethics and perceived organisational justice (Khan et al, 2013), and employee perceptions of behavioral integrity on job tension (Andrew, 2013). However, to the knowledge of the authors, the ethical behaviour factor has been largely neglected in the domain.…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of organisational justice on ethical behaviour

Shah

Anwar

Irani

2017

IJBIR

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Within the workplace, justice is influenced by the interpersonal relationships between colleagues and/or management among other things. The main reason for this research is to examine the correlation between organisational justice and the ethical behaviour of employees. Based on the literature, the conceptual model developed in this paper integrates distributive, procedural, interpersonal and informational justice in relation to ethical behaviour. By applying an adapted survey questionnaire, data were collected from teaching staff at public sector higher education institutions. Multiple regression analysis was applied to 360 samples and this showed that distributive and procedural justice have a more positive and significant impact than informational and interpersonal justice on the ethical behaviour of employees. This is an empirical study which may contribute to the literature on ethical behaviour, organisational development and employee development.

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“…For instance, a recent study found that unethical acts by a leader did not damage LMX when distributive justice was high (Umphress et al, 2009). This suggests, when others perceive that unethical actions will affect everyone, they may be less averse to such behavior.…”

Section: Leader Deception and Gainmentioning

confidence: 99%

“…However, Umphress, Ren, Bingham, and Gogus (2009) suggested that leaders and subordinates who engage in deceptive behavior can maintain good relations if the deception leads to mutually satisfying social exchanges. Extant research touches on the importance of understanding how negative leader behavior, such as deception, affects followers and the relationship between leaders and followers (Anand, Ashforth, & Joshi, 2004;Erickson, Shaw, & Agabe, 2007;Hollander, 1995).…”

mentioning

confidence: 99%

Leader deception influences on leader-member exchange and subordinate organizational commitment

Griffith¹,

Connelly²,

Hill³

2010

PsycEXTRA Dataset

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Deception is a common and daily occurrence in organizations. Despite this, little is known about how leader deception influences follower perceptions and commitment to the leader and the broader organization. This laboratory experiment uses a low-fidelity simulation task to investigate the effects of leader deception on follower perceptions of leader-member exchange (LMX) and follower commitment to the organization. Moderating effects of financial outcomes that resulted from deception, or who gained from deception, were also tested. Results showed negative effects of leader deception on follower LMX perceptions and affective commitment. Leader financial gain worsened the effects of leader deception on LMX compared with organizational financial gain. Implications of these findings are discussed.

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The Influence of Distributive Justice on Lying for and Stealing from a Supervisor

Abstract: codes of conduct, distributive justice, ethics, fairness, unethical behavior,

Cited by 19 publications

References 35 publications

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

An Updated Inquiry into the Study of Corporate Codes of Ethics: 2005–2016

The impact of organisational justice on ethical behaviour

Leader deception influences on leader-member exchange and subordinate organizational commitment

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