THE EFFECT OF ETHICAL SIGNALS ON RECRUITMENT ...

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on the wall or a reputation-enhancing marketing device” (Painter-Moreland, 2008, p. 130). Even Enron, which was at the center of a huge corporate scandal, had ethical policies and procedures, and even won awards for its ethics program (Clegg, Kornberger, & Rhodes, 2007; Sims & Brinkmann, 2003). In fact, it would probably be a red flag if an organization did not have ethical guidelines, so the real question is not whether an ethical code exists, but rather whether these guidelines are followed. It is important for employees to acknowledge the receipt of ethical codes or policies as well as acknowledge compliance with these codes (Weaver et al., 1999). While ethical codes and policies are important, it is equally (if not more) important to have organizational support (both formally and informally) of ethical practices (Weaver et al., 1999). This discontinuity between policy and practice has prompted recent researchers to focus on “business ethics as practice,” arguing that ethics is “best understood and theorized as a form of practice” (Clegg et al., 2007, p. 107). These researchers suggest that ethical decisions are often not black and white, yes or no, right or wrong. Ethical decision making in real organizations often occurs in an ambiguous environment where one does not have the comfort of a particular rule to refer to or policy that contains a specific, certain answer (Clegg et al., 2007). While rules, codes, and models have value in the organization, ethical dilemmas tend to emerge from situations which cannot be easily categorized and answered with simple reference to the rules (Clegg et al., 2007). Organizations face the difficult task of managing and institutionalizing ethics (Sims, 1991). While it is important for organizations to have formal, written codes of conduct, 12
the practices or implementation of these codes via culture is what truly defines the “ethicality” of the organization. Individual Component In addition to the aforementioned social component to ethics, there is also a large individual component. Individuals perceive ethical situations differently and through different lenses (Ferrell & Gresham, 1985). Individuals develop their moral codes of conduct over time and experiences (Shultz & Brender-Ilan, 2004). Therefore, moral codes of behavior differ across individuals, who have diverse beliefs about ethical decisions (Hunt & Hansen, 2007). Psychologists such as Lawrence Kohlberg have made important contributions to the ethics literature, especially regarding individual differences in ethical judgments. Kohlberg’s Theory of Moral Development (1969) has been dominant in the fields of moral psychology and education (Modgil & Modgil, 1985). His work has crossed the disciplinary boundary between psychology and philosophy (Boyd, 1985) and has influenced the work of business ethicists. Kohlberg’s work presented six stages of cognitive moral development (CMD). As reviewed by Kohlberg and Hersh (1977) as well as by Trevino (1986), stages 1 and 2 are the preconventional level, stages 3 and 4 are the conventional level, and stages 5 and 6 are the postconventional or principled level. Stage 1 is generally referred to as “punishment and obedience orientation,” where individuals’ behaviors reflect the avoidance of punishment. Stage 2 is the “instrumental-relativist orientation,” described by satisfying one’s own needs and the needs of others in reciprocity only. Stage 3 is the “interpersonal concordance orientation,” where individuals’ good behaviors are a result 13
Page 1 and 2: THE EFFECT OF ETHICAL SIGNALS ON RE
Page 3 and 4: ABSTRACT The Effect of Ethical Sign
Page 5 and 6: ACKNOWLEDGEMENTS I would like to ac
Page 7 and 8: CHAPTER Page Method……………
Page 9 and 10: LIST OF TABLES TABLE Page 1. Study
Page 11 and 12: CHAPTER I INTRODUCTION Recruitment
Page 13 and 14: CHAPTER II LITERATURE REVIEW Ethics
Page 15 and 16: Deontology Deontology stems from th
Page 17 and 18: consequence will occur to each stak
Page 19 and 20: interpret” ethical codes (Clegg e
Page 21: enforcement) of ethical codes of co
Page 25 and 26: Recruitment Recruitment researchers
Page 27 and 28: has important implications for the
Page 29 and 30: Ethical Signals Organizational prac
Page 31 and 32: (Jones & Ryan, 2001), this desire f
Page 33 and 34: (measured by Fortune 500 ratings),
Page 35 and 36: of the organization to the applican
Page 37 and 38: influence on applicant perceptions
Page 39 and 40: moral development as potential mode
Page 41 and 42: Cognitive Moral Development The nex
Page 43 and 44: and CMD. Although the majority of a
Page 45 and 46: CHAPTER IV STUDY 1 Method Participa
Page 47 and 48: Procedures Data were collected over
Page 49 and 50: 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 and 104:
embedded religious beliefs would be
Page 105 and 106:
Philosophers refer to societal norm
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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