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2003 IMTA Proceedings - International Military Testing Association

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organization has significant control. Social consensus refers to the degree to which people agree<br />

that a particular act is ethical or not. Magnitude of consequences refers to total harm resulting<br />

from the moral act in questions. Policy formulations which clearly outline unacceptable<br />

behaviour and the consequences of those behaviours help to develop the consensus among CF<br />

personnel and DND employees about what is ethical and what is unethical. That same emphasis<br />

can shape the extent to which the magnitude or the seriousness of unethical behaviour is viewed<br />

by personnel. In other words, the more that people agree that an act or a behaviour is unethical,<br />

the more likely it will be generally viewed as unethical. At the same time, the more likely that<br />

people perceive that severe harm will result from the act in question, the more likely people will<br />

view that it is an unethical act. The results of the research demonstrate that addressing consensus<br />

and magnitude of consequences issues should assist in assisting people to understand more<br />

clearly what constitutes unethical behaviour.<br />

References<br />

Barnett, T. (2001). Dimensions of moral intensity and ethical decision making: An<br />

empirical study. Journal of Applied Social Psychology, 31,1038-1057.<br />

Butterfield, K.D., Trevino, L.K., & Weaver, G.R. (2000). Moral awareness in business<br />

organizations: Influences of issue-related and social context factors. Human Relations,<br />

53, 981-1018.<br />

Catano, V.M., Kelloway, E.K. & Adams-Roy, J.E. (1999). Measuring Ethical Values in the<br />

Department of National Defence: Results of the 1999 Research, Director Human<br />

Resources Research and Evaluation, Sponsor Research Report 00-1.<br />

Chia, A., & Mee, L.S. (2000). The effects of issue characteristics on the recognition of<br />

moral issues. Journal of Business Ethics, 27, 255-269.<br />

Dursun, S., & Morrow, R.O. (<strong>2003</strong>) Ethical Decision Making in the Canadian Forces:<br />

Revision of the Defence Ethics Questionnaire. Paper presented at the <strong>International</strong><br />

Conference on Social Sciences, Honolulu, Hawaii, USA, 12 th – 15 th June <strong>2003</strong>.<br />

Frey, B.F. (2000a). The impact of moral intensity on decision making in a business<br />

context. Journal of Business Ethics, 26, 181-195.<br />

Frey, B.F. (2000b). Investigating moral intensity with the world-wide web: A look at<br />

participant reactions and a comparison of methods. Behavior Research Methods,<br />

Instruments, & Computers, 32, 423-431.<br />

Hunt, S.D., & Vitell, S. (1986). A general theory of marketing ethics. Journal of<br />

Macromarketing, 6, 5-16.<br />

613<br />

45 th Annual Conference of the <strong>International</strong> <strong>Military</strong> <strong>Testing</strong> <strong>Association</strong><br />

Pensacola, Florida, 3-6 November <strong>2003</strong>

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