Why employees do bad things: Moral disengagement and unethical organizational behavior (original) (raw)
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Investigating the Effects of Moral Disengagement and Participation on Unethical Work Behavior
With massive corruption uncovered in numerous recent corporate scandals, investigating psychological processes underlying unethical behavior among employees has become a critical area of research for organizational scientists. This article seeks to explain why people engage in deceptive and fraudulent activities by focusing on the use of moral-disengagement tactics or rationalizations to justify egregious actions at work. In addition, participation in goal-setting is argued to attenuate the relationship between moral disengagement and unethical behavior. Across two studies, a lab simulation and field survey, a measure of moral disengagement was developed for use with working adults. The hypothesized main and interactive effects of moral disengagement, participation, and unethical behavior were tested and largely confirmed.
Journal of Pacific Rim Psychology, 2022
This article reports two studies evaluating the impact of moral intensity, work experience, and gender on the propensity (attitude, behavioral intention, and subjective norm) for unethical behavior of Venezuelan students and employees responding to different organizational scenarios, and controlling the effects of moral disengagement and empathy. One study singled out moral disengagement as a covariate, and the other did the same with empathy. In both studies, moral intensity, work experience, and gender acted as independent variables. Each study consisted of around 400 participants (totaling 801 participants in both studies): one-half were students without work experience and the other half were employees. For manipulating moral intensity, we used six scenarios describing ethically questionable situations. After reading each of the scenarios, participants answered the Multidimensional Ethics Scale to measure propensity for unethical behavior. After completing this phase, participants responded to the moral disengagement scale in Study 1 and the empathy scale in Study 2. This research did not find concluding, significant effects of moral intensity on the measures of the propensity for unethical behavior. Employees expressed higher intentions of acting unethically than students, though the effect was small (ϵ 2 Study 1 = .016. ϵ 2 Study 2 = .026). Gender had no significant effect on attitude and subjective norm; but, in behavioral intention, men's scores were significantly higher than women's in Study 1, but not in Study 2. Moral disengagement had a stronger effect than empathy on the propensity for unethical behavior (ϵ 2 moral disengagement: attitude = .225, behavioral intention = .179, subjective norm = .159. ϵ 2 empathy: attitude = .016, behavioral intention = .011, subjective norm = .010). The authors highlight the relevance of contrasting findings from less-developed countries with those from developed countries, commonly found in the literature, and suggest avenues for further research.
Moral Disengagement in Processes of Organizational Corruption
Journal of Business Ethics, 2008
This paper explores Albert Bandura's concept of moral disengagement in the context of organizational corruption. First, the construct of moral disengagement is defined and elaborated. Moral disengagement is then hypothesized to play a role in the initiation of corruption by both easing and expediting individual unethical decision-making that advances organizational interests. It is hypothesized to be a factor in the facilitation of organizational corruption through dampening individualsÕ awareness of the ethical content of the decisions they make. Finally, it is hypothesized to contribute to the perpetuation of corruption in organizations, because if individuals who have a greater propensity to morally disengage are more likely to make decisions that advance organizational interests regardless of the ethicality of those decisions, they may also be rewarded for those decisions in terms of organizational advancement. Together these studies form an argument that moral disengagement plays an important role in processes of organizational corruption.
Ethical Distancing: Rationalizing Violations of Organizational Norms
Business & professional ethics journal
Recent work on moral reasoning has focused on the psychological relationship between the actor, the action and the outcome. The argument is that a tighter connection between these categories leads to more moral behavior. Using data from students who cheated on an exam, we extend this literature by delineating how people can rationalize non-moral behavior by loosening the above relationships. In particular, we found that students tried to distance themselves from the wrongfulness of cheating using four types of rationalization: separating themselves from the action, blaming a third-party for influencing the decision, re-defining the action as something good, and defining alternate outcomes from the behavior. Supporting these rationales are nine basic arguments based on confusion, character, professor clarity, attractive nuisance, culture, intent, acceptance, comparisons and outcome. We conclude by discussing the implications of these findings for our understanding of moral reasoning and provide some practical approaches for minimizing this behavior.
Current Approaches in Pschiatry, 2023
It is an intriguing question of how people can reduce stress in which situations where internal moral standards are violated. Addressing this question, moral disengagement theory has been proposed to explain different cognitive mechanisms which ease people into engaging or witnessing moral transgressions. Several findings showed that moral disengagement tendencies might be explained by individual differences as well as contextual factors. Beyond showing the correlations between moral disengagement processes and individual differences and contextual factors, it is also valuable to investigate if there is an effective way to intervene in moral disengagement. This review article addresses the previously shown evidence regarding individual differences, contextual factors, and interventions, which in turn aim to enrich our understanding of the underlying psychological mechanisms to reduce unethical behaviors. Taken together, Honesty-Modesty, Agreeableness, Conscientiousness, Psychopathy, and Machiavellianism were found to be individual differences associated with moral disengagement. Additionally, less research yielded that attachment styles, political attitudes, moral identity, and moral emotions might be important to experience moral disengagement. Although several studies showed that individual differences are related to being more prone to moral disengagement, these studies had rarely been considered in intervention programs aiming to reduce immoral behaviors. Programs that have been designed to reduce moral disengagement overlook the long-term effects. Additionally, interventions often focus on the work environment and adolescence. In the future, interventions that include longitudinal designs considering the role of individual differences and different contexts might contribute to the relevant literature.
Approach, Ability, Aftermath: A Psychological Process Framework of Unethical Behavior at Work
Many of the scandalous organizational practices to have come to light in the last decade—rigging LIBOR, misselling payment protection insurance, rampant Wall Street insider trading, large-scale bribery of foreign officials, the packaging and sale of toxic securities to naïve investors—require ethically problematic judgments and behaviors. However, dominant models of workplace unethical behavior fail to account for what we have learned from moral psychology and cognitive neuroscience in the past two decades about how and why people make the moral decisions they do. In this review, we explain how intuition, affect, physiology and identity support and inform more deliberative reasoning process in the construction and enactment of moral behavior. We then describe how these processes play into how individuals approach a potential moral choice, whether they have the ability in the moment to enact it, and how it is encoded in the action’ his aftermath, feeding back into future approaches. Throughout, we attend to the role of organizational context in influencing these processes. By reviewing this large body of research and presenting a new framework that attempts to integrate these new findings, our hope is to motivate new research about how to support more moral workplace behavior that starts from what we know now.
Antecedents of moral disengagement: Preliminary empirical study in Malaysia
This study, conducted in Malaysia is part of the pilot study carried out as a pre-test procedure to a main study on moral disengagement. According to social cognitive theory, moral disengagement is the key to deactivate individual self-regulatory process. Once it is deactivated an individual will be freed from any psychological feeling of discomfort in performing unethical behaviour. Hence, based on social cognitive theory this study aims to identify the antecedents of moral disengagement by investigating the individual differences (gender and personality) and environmental influence (organizational ethical climate). ANCOVA and hierarchical regression were applied to test the hypotheses. There was a moderate gender difference in the level of moral disengagement between male and female employees. As predicted, conscientiousness and extraversion were found to have a negative significant relationship with moral disengagement. Further, organizational ethical climate was found to be negatively and modestly related to moral disengagement.
Journal of Applied Social Psychology, 2015
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