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Maureen L. Ambrose is a professor of management in the College of Business at the University of Central Florida. She received her Ph.D. from the University of Illinois at Urbana-Champaign. Dr. Ambrose's research interests include organizational justice, employee deviance, and ethics. Her work has appeared in the Academy of Management Journal, Academy of Management Review, Administrative Sciences Quarterly, Journal of Applied Psychology, Journal of Management, and Organizational Behavior and Human Decision Processes. She is a Fellow of the Academy of Management and of the Society for Industrial and Organizational Psychology. She served as an associate editor for the Academy of Management Journal and as co-editor of a special issue on organizational justice for Organizational Behavior and Human Decision Processes. She has served on editorial boards for the Academy of Management Journal, Journal of Applied Psychology, Journal of Management, and Organizational Behavior and Human Decision Processes.
Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring…
Drawing on Bandwidth Fidelity Theory (Cronbach, 1970; Cronbach & Gleser, 1965), this chapter argues for more specificity with regard to conceptualizing and measuring variables in the field of behavioral ethics. We provide an example of how this might be accomplished, by building on recent work on organizational support that emphasizes more specific facets of perceived organizational support (POS). We introduce the concept of perceived organizational support for ethics (POS-E) and test its predictive power on a sample of 4,315 employees from manufacturing and technology firms. We find support for our assertions that ethics-specific support is a better predictor of ethics-related outcomes (e.g., pressure to violate ethical standards, preparedness to handle ethical violations) and general support (POS) is a better predictor of more general organizational outcomes (i.e., job satisfaction). Theoretical and practical implications of these results and the importance of moving toward more specific versus general constructs in the field of behavioral ethics are discussed.
In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research…
In this chapter, we examine employee prosocial rule breaking as a response to organizations’ unfair treatment of customers. Drawing on the deontic perspective and research on third-party reactions to unfairness, we suggest employees engage in customer-directed prosocial rule breaking when they believe their organizations’ policies treat customers unfairly. Additionally, we consider employee, customer, and situational characteristics that enhance or inhibit the relationship between employees’ perceptions of organizational policy unfairness and customer-directed prosocial rule breaking.
Organizational justice research traditionally focuses on individuals’ reactions to how they are treated by others. However, little attention has been given to why…
Organizational justice research traditionally focuses on individuals’ reactions to how they are treated by others. However, little attention has been given to why individuals choose to behave fairly or unfairly in the first place. Our chapter draws on the literature in ethical decision making (Rest, 1986) to identify five distinct factors that influence an individual's decision to treat others fairly. Using this model as a foundation, and drawing on extant research in justice, we explore five different types of roadblocks to fair behavior. We explore the implications of these roadblocks for organizations concerned with creating and maintaining a fair workplace. Finally, we discuss future research suggested by the five factors and some dilemmas, issues, and caveats relevant to the proposed model.
The chapter by Rupp, Bashur, and Liao (in this volume) is rich with ideas for the study of a justice climate. This comment on their chapter focuses on three areas that…
The chapter by Rupp, Bashur, and Liao (in this volume) is rich with ideas for the study of a justice climate. This comment on their chapter focuses on three areas that flow from their presentation: issues in modeling climate strength, complexity and simplicity in conceptualizing a justice climate, and an alternative conceptualization of a justice climate. Specifically, it describes how polynomial regression and response surface methodology may assist researchers in examining climate fit. The comment also describes the benefits of a simplified view of a justice climate – one focusing on the overall justice climate. Finally, it develops a framework for examining a climate for justice – a climate that promotes fair behavior in organizations.
Joseph A. Alutto is dean, Max M. Fisher College of Business, as well as executive dean of the Professional Colleges, The Ohio State University. He holds the John W. Berry, Sr., Chair in Business. From 1976 to 1990, he was dean of the School of Management, State University of New York at Buffalo. He has published more than 70 articles in leading academic journals and serves on a number of corporate and public sector boards, including Nationwide Financial Services, United Retail Group, Inc., and M/I Homes.