THE EFFECT OF ETHICAL SIGNALS ON RECRUITMENT ...

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ehaviors. These ethical signals can affect important organizational variables such as morale, commitment (especially affective), satisfaction, identification (employees might not identify as much if the organization is unethical), job performance (drawing on social equity theory, employees may decrease performance to account for organization’s unethical actions), deviant workplace behavior, and state-like affect. In addition, unethical signals can have wide-ranging effects including a loss of customers, vendors, employees, and top management because they do not want to be identified with an unethical organization. Finally, personality is another area ripe for future research. Specifically, there are facets of conscientiousness, agreeableness, and openness to experience that may be related to ethics. First, drawing on the deontological theory of ethics, which stresses “duty” and “righteousness of behavior,” one aspect of conscientiousness is “dutifulness” (Goldberg, 1999). This describes someone who follows the rules and tells the truth. People high in dutifulness may be more influenced by ethical signals than those low in dutifulness. Second, one facet of agreeableness is “morality” (Goldberg, 1999). People high in morality also tend to stick to the rules and may follow a deontological view of ethics. They are likely to be significantly influenced by ethical signals (compared to individuals low in morality). Turning to the teleological view (i.e., examining consequences), one facet of openness to experience is liberalism (Goldberg, 1999). Individuals high in liberalism tend to believe that there is no absolute right and wrong. These individuals may be more likely to consider relative goodness over badness of each alternative as opposed to using strict guidelines. 94
Philosophers refer to societal norms as the customs, traditions, and laws that guide behavior. An organization is its own society with norms that guide the behaviors of its members. These norms are communicated to potential employees through mechanisms such as organizational practices and recruitment practices. Thus, the organization’s behavior both in and out of the interview room impacts the applicant. Organizations should strive to create an ethical environment, one that rewards ethical behavior, punishes unethical behavior, and exerts some sort of social control over the employees, ensuring that they know the type of behavior that is expected. This includes providing training, role-playing, or ethical dilemma exercises that allow employees opportunities to work through ethical issues. Organizational cues about ethical behavior provide substantial influence over individual decision-making; individuals may feel compelled to engage in unethical activity or face dire consequences such as termination or salary cuts (Jones & Ryan, 1997, 2001). Some individuals may even use the organization (its members, values, and culture) as a referent group for moral standards (Jones & Ryan, 2001). Thus, it is very important for organizations to create an ethical environment. Attracting the best applicants is critical for most organizations (Chapman et al., 2005). Guided by the current study’s findings, managers can gain a better understanding of the decision making processes of applicants and the influence ethics can have on these processes. Contrary to what some may believe, organizations that behave ethically will be more productive and survive longer than those that are dishonest and behave unethically (Sims, 1991). Organizations will benefit from developing a strong, socially 95
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THE EFFECT OF ETHICAL SIGNALS ON RE
Page 3 and 4:
ABSTRACT The Effect of Ethical Sign
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ACKNOWLEDGEMENTS I would like to ac
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CHAPTER Page Method……………
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LIST OF TABLES TABLE Page 1. Study
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CHAPTER I INTRODUCTION Recruitment
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CHAPTER II LITERATURE REVIEW Ethics
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Deontology Deontology stems from th
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consequence will occur to each stak
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interpret” ethical codes (Clegg e
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enforcement) of ethical codes of co
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the practices or implementation of
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Recruitment Recruitment researchers
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has important implications for the
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Ethical Signals Organizational prac
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(Jones & Ryan, 2001), this desire f
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(measured by Fortune 500 ratings),
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of the organization to the applican
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influence on applicant perceptions
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moral development as potential mode
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Cognitive Moral Development The nex
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and CMD. Although the majority of a
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CHAPTER IV STUDY 1 Method Participa
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Procedures Data were collected over
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I conducted a principal component a
Page 51 and 52:
Table 2 Study 1 Principal Component
Page 53 and 54: original twelve) and rate them from
Page 55 and 56: Table 3 Study 1 Correlation Matrix
Page 57 and 58: Table 4 Study 1 Regression Table At
Page 59 and 60: variable (attraction to the organiz
Page 61 and 62: in Time 2. Therefore, Hypothesis 4a
Page 63 and 64: elationship was not significant at
Page 65 and 66: “There were promises made in the
Page 67 and 68: likely to be attracted to the organ
Page 69 and 70: happened during the recruitment per
Page 71 and 72: further examine certain individual
Page 73 and 74: Table 7 Study 2 Key and Mean Attrac
Page 75 and 76: the organization as ethical, as wel
Page 77 and 78: Applicant Attraction to the Organiz
Page 79 and 80: attractiveness (1.39). Means, stand
Page 81 and 82: that I consider unethical.” The m
Page 83 and 84: independent variables were dummy co
Page 85 and 86: Table 10 Continued Attraction to th
Page 87 and 88: Attraction 9 8 7 6 5 4 3 2 1 0 RP x
Page 89 and 90: Attraction Attraction 7 6 5 4 3 2 1
Page 91 and 92: ecruitment process. These ethical s
Page 93 and 94: Although not all the hypotheses wer
Page 95 and 96: subsequent results) were not on a c
Page 97 and 98: CHAPTER VI GENERAL DISCUSSION AND S
Page 99 and 100: convergent results, suggesting that
Page 101 and 102: simply respond to pressures to beha
Page 103: embedded religious beliefs would be
Page 107 and 108: “desire for moral approval from o
Page 109 and 110: In T. L. Beauchamp & N. E. Bowie (E
Page 111 and 112: 101 Chapman, D. S., Uggerslev, K. L
Page 113 and 114: Hannon, J. M., & Milkovich, G. T. (
Page 115 and 116: Laczniak, G. R., & Murphy, P. E. (1
Page 117 and 118: Reynolds, S. J., & Ceranic, T. L. (
Page 119 and 120: true? Using realism to enhance appl
Page 121 and 122: Applicant attraction to the organiz
Page 123 and 124: Time 2 1. Given what I know now, I
Page 125 and 126: Self-Importance of Moral Identity (
Page 127 and 128: Social Desirability (Crowne, & Marl
Page 129 and 130: Background: APPENDIX B STUDY 2 SCEN
Page 131 and 132: High Performance: OR STUDY 2 MANIPU
Page 133 and 134: Ethical: Organizational Practices M
Page 135 and 136: Ethical: Recruitment Practices Mani
Page 137 and 138: 2. ___ The recruiter acted ethicall
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