Journal articles: 'Unethical behavior'

1

Ahmed, Ambreen, Aamir Firoz Shamsi, and Mudassar Aziz. "A Missing Link Between Job Autonomy and Unethical Behavior." ETIKONOMI 19, no. 1 (March 22, 2020): 95–118. http://dx.doi.org/10.15408/etk.v19i1.12391.

Full text

Abstract:

The purpose of this paper is to theoretically address a surprising omission in literature by proposing a cognitive mechanism that sanctions individual-level unethical behaviors. This secondary literature-based qualitative study fills a theoretical gap by employing an extensive review of substantive empirical and theoretical literature of the last 15 years. However, those who consider their moral identity necessary for their self-concept are less likely to behave unethically. This proposed process, along with the path suggested by previous studies, in which individuals are having job autonomy feel unconstrained by rules before engaging in unethical behaviors. So, it proposes an underlying cognitive mechanism between job autonomy and unethical behavior. This study implies that it clarifies job autonomy’s role in promoting the negative outcome of employees’ unethical behaviors and informs organizational policymakers about the importance of satisfying the need for job autonomy.JEL Classification: D23, M12, M51, O15How to Cite:Ahmed, A., Shamsi, A. F., & Aziz, M. (2020). A Missing Link Between Job Autonomy and Unethical Behavior. Etikonomi: Jurnal Ekonomi, 19(1), 95 – 118. https://doi.org/10.15408/etk.v19i1.12391.

APA, Harvard, Vancouver, ISO, and other styles

2

Hong, Nguyen Thi. "Unintentional unethical behavior: the mediating and moderating roles of mindfulness." International Journal of Ethics and Systems 36, no. 1 (October 14, 2019): 98–118. http://dx.doi.org/10.1108/ijoes-02-2019-0044.

Full text

Abstract:

Purpose This paper aims to investigate the mediating and moderating roles of mindfulness in explaining the influences of performance goal attributes (e.g. difficulty, specificity and performance pressure), moral justification and peer unethical sales behavior on unintentional unethical behavior in the sales context. In this study, goal attributes and peer unethical sales behavior are proposed to positively impact unethical selling behavior. Especially, mindfulness and moral justification are explored as mediators of these relationships. Moreover, mindfulness also moderates the influence of peer’s unethical sales behavior on moral justification. Design/methodology/approach A sample of 188 salespeople working in companies in Vietnam is included to test the conceptual framework. Partial least squares structural equations modeling and SmartPLS v3 were implemented to test the path model. Findings This study highlights the mediating and moderating roles of mindfulness in explaining unintentional unethical behavior. The findings indicate that sales performance goals negatively influence mindfulness and positively influence unethical behavior. In the mediating role, mindfulness mediates the relationships between goal attributes and moral justification. Further, moral justification also mediates the influence of mindfulness on unethical behavior. In the moderating role, mindfulness plays a significant impact on the positive relationships between peers’ unethical selling behavior and moral justification. Research limitations/implications Data are collected from salespeople in Vietnam. Therefore, the results are limited. Practical implications While many organizations use goal-setting as a tool to promote employees’ performance, it is warned that goal variables (e.g. difficulty, specificity and performance pressure) may lead to unethical behavior. Interestingly, people may fail to notice moral dilemmas because of focusing on the goals. Furthermore, ethical erosion in organizations may spur unethical selling behavior. Therefore, salespeople sell unethically without intention to do so. Proposing mindfulness as self-regulation, these findings may explain the reasons people display unintentional unethical behavior. Therefore, it is crucial to set performance goals for employees not only to promote their performance but also to prevent unethical behaviors. Social implications By focusing on the roles of mindfulness that foster unintended unethical practices, this study provides important implications for governments and policymakers. For example, governments may emphasize ethical codes to clearly definite which practices are unethical. Moreover, ethics training should be considered to enhance ethical cognition in people. Originality/value Emphasizing unintentional unethical selling behaviors in sales context, this study tests a research framework which highlights the roles of mindfulness in explaining the dark effects of performance goals on people’s cognition and behavior. Therefore, this paper contributes to a deeper understanding of ethical blind spots in people’s cognition.

APA, Harvard, Vancouver, ISO, and other styles

3

Kouchaki, Maryam, and Francesca Gino. "Memories of unethical actions become obfuscated over time." Proceedings of the National Academy of Sciences 113, no. 22 (May 16, 2016): 6166–71. http://dx.doi.org/10.1073/pnas.1523586113.

Full text

Abstract:

Despite our optimistic belief that we would behave honestly when facing the temptation to act unethically, we often cross ethical boundaries. This paper explores one possibility of why people engage in unethical behavior over time by suggesting that their memory for their past unethical actions is impaired. We propose that, after engaging in unethical behavior, individuals’ memories of their actions become more obfuscated over time because of the psychological distress and discomfort such misdeeds cause. In nine studies (n = 2,109), we show that engaging in unethical behavior produces changes in memory so that memories of unethical actions gradually become less clear and vivid than memories of ethical actions or other types of actions that are either positive or negative in valence. We term this memory obfuscation of one’s unethical acts over time “unethical amnesia.” Because of unethical amnesia, people are more likely to act dishonestly repeatedly over time.

APA, Harvard, Vancouver, ISO, and other styles

4

Korulczyk, Tomasz, and Helena D. Cooper-Thomas. "Person–Supervisor Fit and Proactive Behavior and Unethical Behaviors." Roczniki Psychologiczne 23, no. 3 (February 16, 2021): 247–66. http://dx.doi.org/10.18290/rpsych20233-4.

Full text

Abstract:

This study examined how person–supervisor fit is related to employees’ proactive behavior and unethical behavior towards the organization. The study involved 321 employees representing various sectors in Poland. The participants completed the Person–Supervisor Fit Scale, Proactive Behavior Scale, and the Unethical Behavior Questionnaire. Results show that a supplementary fit is weakly and positively related to proactive behavior but is not related to complementary fit. Surprisingly, supplementary fit is weakly but positively related to unethical behavior, while complementary fit from a needs–resources perspective is weakly and negatively associated with unethical behavior. Conclusions may be applied to organizational settings challenged by the problem of employee unethical behavior and their low proactivity in the context of person–supervisor congruence.

APA, Harvard, Vancouver, ISO, and other styles

5

Yang, Lifeng, Scott Vitell, and Victoria D. Bush. "Unethically keeping the change while demeaning the act." Journal of Consumer Marketing 34, no. 1 (January 9, 2017): 11–19. http://dx.doi.org/10.1108/jcm-02-2016-1715.

Full text

Abstract:

Purpose In this research, the authors aim to identify a situation when a consumer’s judgment of unethical behavior is not consistent with their intention to act ethically. Design/methodology/approach Across two studies, participants were asked to evaluate how ethical an actor’s behavior was when the actor knowingly kept surplus change from a distracted cashier. The identity of the actor was manipulated to be of either high or low similarity to the participants. The business where the distracted cashier worked for was described as either locally owned or a chain. Participant’s intended action in similar situation was assessed after their evaluation of how ethical/unethical the actor’s behavior was. Findings While participants generally find the actor’s behavior to be unethical, identity overlap between the participant and the actor is found to moderate how likely one is to emulate the actor’s behavior in a similar situation. Identity overlap is found to positively predict one’s likelihood to act like the actor in the scenarios. Whether the business was locally owned or a chain was not found to affect one’s ethical judgment or ethical intention. Research limitations/implications Identity overlap is found to positively predict one’s likelihood to act like the actor in the scenarios. Practical implications Whether the business was locally owned or a chain was not found to affect one’s ethical judgment nor ethical intention. While participants in general do show that they judge the actor’s behavior as unethical, identity overlap between the participant and the actor moderates how likely one is to act like the actor if put in the same scenario. Social implications The research suggests that consumers are more likely to act unethically when they identify with “similar” others, regardless of how unethical they consider that behavior to be. Originality/value This research suggests that even when consumers acknowledge that certain behavior against a business is unethical, their intention to engage in the unethical behavior may not be predicted by their judgment of how unethical the behavior is. Instead, consumers are likely to emulate unethical behavior of those whom they consider similar to themselves, regardless of how unethical they judge that behavior to be.

APA, Harvard, Vancouver, ISO, and other styles

6

Nielsen, Richard P. "Changing Unethical Organizational Behavior." Academy of Management Perspectives 3, no. 2 (May 1989): 123–30. http://dx.doi.org/10.5465/ame.1989.4274762.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Bellizzi, Joseph A., and Robert E. Hite. "Supervising Unethical Salesforce Behavior." Journal of Marketing 53, no. 2 (April 1989): 36. http://dx.doi.org/10.2307/1251412.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Wenger, Neil S., Stanley G. Korenman, Richard Berk, and Honghu Liu. "Reporting Unethical Research Behavior." Evaluation Review 23, no. 5 (October 1999): 553–70. http://dx.doi.org/10.1177/0193841x9902300504.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Popoola, Ifeoluwa Tobi. "Unethical pro-organizational behavior." Accounting, Auditing & Accountability Journal 32, no. 4 (May 24, 2019): 1204–6. http://dx.doi.org/10.1108/aaaj-05-2019-043.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Bellizzi, Joseph A., and Robert E. Hite. "Supervising Unethical Salesforce Behavior." Journal of Marketing 53, no. 2 (April 1989): 36–47. http://dx.doi.org/10.1177/002224298905300203.

Full text

Abstract:

Supervisory reactions of sales managers to potentially unethical salesperson behavior are examined in a national survey of sales executives. Four scenarios representing ethical issues were presented to the respondents. Salesperson overall work performance, organizational consequences, and gender significantly influenced various supervisory reactions; however, consequence and work performance influences were observed more consistently. Gender differences were marginal and generally confined to only two issues. The findings indicate that sales managers are more likely to use a harsher form of disciplinary action when poor performers, negative consequences, and salesmen are involved in unethical behavior.

APA, Harvard, Vancouver, ISO, and other styles

11

Wong, Simon Chak-keung, and Jane Shiyin Li. "Will hotel employees’ perception of unethical managerial behavior affect their job satisfaction?" International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 853–77. http://dx.doi.org/10.1108/ijchm-06-2013-0253.

Full text

Abstract:

Purpose – This study aims to investigate how Chinese hotel employees (Zhejiang province in mainland China) perceive unethical managerial behavior. It targets to identify any underlying dimensions that exist among the hotel employees. This study also aims to discover any relationship between overall job satisfaction and the derived dimensions. The effects of demographic variables on employees’ job satisfaction and its relationship with unethical managerial behavior are also investigated. Recommendations are presented to hoteliers and human resources practitioners on developing an ethical climate in the hotel industry. Design/methodology/approach – Quantitative mixed methods incorporated both in-depth interviews on identifying 20 unethical managerial behaviors among hotel employees, and statistical analyses of the dimensions of the said behaviors were applied to this research. As quantitative analysis was the principal data analysis method adopted to test the hypotheses on hotel employees’ perception of unethical managerial behavior and job satisfaction, a self-administrated questionnaire was developed. A total of 268 completed questionnaires were collected, and factor analysis, multiple regression, independent t-test and ANOVA were conducted to analyze the data. Findings – Three factors of unethical managerial behavior were developed: unethical treatment of employees; unfair and broken promises to employees; and inequity and unsympathetic treatment of employees. “Unethical treatment of employees” was found to be significantly related to overall job satisfaction among hotel employees in multiple regression analysis. Demographic differences were also found to exert effects on the three factors and overall job satisfaction. Practical implications – This paper successfully identified three underlying dimensions that exist among Chinese hotel employees’ perception of unethical managerial behavior. Three recommendations are presented to hoteliers as well as human resources practitioners for developing an ethical climate in the hotel industry. Originality/value – This study contributes to advance the understanding of the hotel employees’ perception of unethical managerial behavior. The relationship between job satisfaction and the derived three underlying dimensions is discovered.

APA, Harvard, Vancouver, ISO, and other styles

12

Hendarto, Kresno Agus, and Iva Ariani. "FIRM’S UNETHICAL BEHAVIOR IN INDONESIA: A PRELIMINARY STUDY USING NEGATIVE CASE ANALYSIS." EKUITAS (Jurnal Ekonomi dan Keuangan) 16, no. 3 (September 24, 2018): 278–93. http://dx.doi.org/10.24034/j25485024.y2012.v16.i3.349.

Full text

Abstract:

In Indonesia now, media, both printed and television pays attention to Corporate Social Responsibility (CSR) and Good Corporate Governance (GCG) more than even before. However, the reality of business life is quite different from the image presented in the media. This study tries to describe unethical behaviour of firms in Indonesia that documented in printed media and classify them to be measured qualitatively. News of CSR issued from January 2005 to December 2007 was gathered and analyzed using qualitative content analysis method with negative or deviant case analysis. Negative case analysis is an analysis to see something of the opposite. It used because of ethical relativism (ethical beliefs differ from one society to another society, even among people with one another). The results show that there are some unethical behaviors of firms. These unethical behaviors can be classified into unethical behavior directed internally to firm and those directed externally to Governments and society at large.

APA, Harvard, Vancouver, ISO, and other styles

13

Askew, Octavia A., Jeffrey M. Beisler, and Jetonga Keel. "Current Trends Of Unethical Behavior Within Organizations." International Journal of Management & Information Systems (IJMIS) 19, no. 3 (July 30, 2015): 107. http://dx.doi.org/10.19030/ijmis.v19i3.9374.

Full text

Abstract:

A substantial body of research reveals that unethical behavior continues to be a concern in the workplace. This article presents information on the prevalence of unethical behavior, antecedents of unethical behavior, the organizational environment, cognitive moral development, and trends of unethical behavior over a 3 year span. Findings of earlier studies generally agree that unethical behavior has a negative effect in the workplace. The greatest research effort on this issue has been to continue to conduct studies within organizations, identifying if the issue of unethical behavior is improving or stagnant.

APA, Harvard, Vancouver, ISO, and other styles

14

Paterson, Ted A., and Lei Huang. "Am I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Unethical Behavior." Journal of Management 45, no. 7 (April 23, 2018): 2837–60. http://dx.doi.org/10.1177/0149206318771166.

Full text

Abstract:

Prior studies have demonstrated that leaders’ ethical behaviors have an impact on followers’ unethical behaviors, and yet the explanatory mechanisms in this relationship have not been fully explored. To further explicate the relationship between ethical leadership and unethical employee behavior, we adopted a role-based perspective and introduced the concept of role ethicality. That is, we explored the impact that leaders’ actions and voice behaviors, particularly regarding ethical issues, have on perceptions of ethical role requirements and in turn the effect such perceptions have on unethical behavior. In a field study involving 394 employees and 68 supervisors and a randomized experiment conducted with 121 working professionals, we find that as predicted, leaders’ behaviors and ethical voice have a significant influence on role ethicality, which in turn impacts unethical behavior. Based on our empirical findings, we describe the implications, limitations, and future directions relevant to this study.

APA, Harvard, Vancouver, ISO, and other styles

15

ÖNDER, Emine, and Ekber TOMUL. "The Effect of Pressure Groups and the Moral Intensity on School Administrators’ Unethical Behavior: An Evaluation According to Teachers' Opinions." European Educational Researcher 3, no. 3 (October 15, 2020): 173–91. http://dx.doi.org/10.31757/euer.335.

Full text

Abstract:

In this study, it was aimed to determine the effect of pressure groups and moral intensity on school administrators' unethical behaviors according to teachers' opinions. The study group of the research, which is causal comparative research, consists of 313 teachers. The research data have been collected by adapting the Openness to Violation of Ethical Decision (OVED) scale. In the research, descriptive statistics, one-way ANOVA with repeated measures and two-way ANOVA for factorial design have been applied. In the research, it has been found out that the school administrators’ possibility of behaving unethically varies according to the moral intensity and pressure groups. As the moral intensity decreases, it can be stated that the school administrators’ possibility of behaving unethically increases when the demand comes from bureaucratic and political pressure groups. The school administrators’ possibility of performing an unethical act with both low and high moral intensity shows a meaningful difference according to the pressure group and the level of relationship between the teacher and the administrator. School administrators’ possibility of performing an unethical act with high moral intensity shows a meaningful difference according to teacher’s gender. At the end of the study, some suggestions have been made by considering the limitations and results of the research.

APA, Harvard, Vancouver, ISO, and other styles

16

Zhu, Dongqing, Zhiying Zhang, and Chunzhen Wang. "Performance matters: when supervisors socially accept unethical behavior." Journal of Managerial Psychology 36, no. 3 (March 23, 2021): 213–25. http://dx.doi.org/10.1108/jmp-12-2019-0686.

Full text

Abstract:

PurposeIt is generally believed that supervisors would deter employee unethical behavior. However, drawing from social exchange theory and the theory of moral disengagement, we posit that supervisors are more willing to tolerate employee unethical behavior through moral disengagement when the perpetrator is a high performing employee.Design/methodology/approachStudy 1, which measured employee unethical behavior in a specific group of doctors through a time-lagged survey, and Study 2, which manipulated employee unethical behavior with a diverse sample by a vignette-based experiment, provided convergent support for our hypothesized 1st-stage moderated mediation model. Hierarchical regression, bootstrapping and ANOVA are used to test our hypotheses.FindingsAlthough supervisors generally showed a low social acceptance of an employee who engaged in unethical behavior, they were more likely to socially accept the perpetrator through moral disengagement when the employee was a high rather than a low performer.Practical implicationsGiven that supervisor's tolerance of employee unethical behavior may be more dangerous than employee unethical behavior itself, organizations should set up an ethics committee to handle top managers' unethical behavior and consider morality equally important with performance in management practice.Originality/valueThe current research extends research on the interpersonal consequences of employee unethical behavior, explains how moral disengagement promotes social acceptance and identifies the moderating effect of job performance in the process.

APA, Harvard, Vancouver, ISO, and other styles

17

Blair, Carrie A., Katherine Helland, and Bill Walton. "Leaders behaving badly: the relationship between narcissism and unethical leadership." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 333–46. http://dx.doi.org/10.1108/lodj-09-2015-0209.

Full text

Abstract:

Purpose Narcissism is often cited as a construct that is likely related to unethical leadership. Still, only a handful of empirical studies have examined the relationship between narcissism and workgroup outcomes, and practically none have linked narcissism to leader behaviors. The purpose of this paper is to use narcissism scores to predict behaviors associated with unethical leadership in a controlled setting. Design/methodology/approach Participants completed a measure of narcissistic personality. Participants also completed an administrative assessment center (AC). Qualitative analysis was used to code the behaviors in the AC into dimensions associated with unethical leader behavior. Findings Narcissism was related to the display of unethical behaviors during the AC. Scores on the narcissism scale correlated positively with behaviors associated with unethical leadership, including one-way communication, control of power, insensitivity to others, an unrealistic assessment of the environment, manipulative communication, and pseudo-transformational behaviors. Originality/value This is one of only a few studies that demonstrate a relationship between narcissism and observed unethical “bad” leader behaviors. Quantifying this relationship suggests that measures of narcissism could be used in leadership selection. Quantifying this relationship could also be used by coaches as they work to improve leader behavior.

APA, Harvard, Vancouver, ISO, and other styles

18

Babakus, Emin, T. Bettina Cornwell, Vince Mitchell, and Bodo Schlegelmilch. "Reactions to unethical consumer behavior across six countries." Journal of Consumer Marketing 21, no. 4 (June 1, 2004): 254–63. http://dx.doi.org/10.1108/07363760410542165.

Full text

Abstract:

Examining individual tolerance for unethical consumer behavior provides a key insight to how people behave as consumers worldwide. In this study, consumer reactions to 11 unethical consumer behavior scenarios are investigated using sample data from Austria, Brunei, France, Hong Kong, the UK, and the USA. Nationality is found to be a significant predictor of how consumers view various questionable behaviors. Gender is not a significant predictor, while age and religious affiliation are found to be significant predictors of consumer ethical perceptions. The study identifies distinct consumer clusters based on their perceptions of consumer unethical behavior. Implications of the findings are discussed and future research directions are provided.

APA, Harvard, Vancouver, ISO, and other styles

19

Gray, Garry C. "The Ethics of Pharmaceutical Research Funding: A Social Organization Approach." Journal of Law, Medicine & Ethics 41, no. 3 (2013): 629–34. http://dx.doi.org/10.1111/jlme.12072.

Full text

Abstract:

What does unethical behavior look like in everyday professional practice, and how might it become the accepted norm? Examinations of unethical behavior often focus on failures of individual morality or on psychological blind spots, yet unethical behaviors are generated and performed through social interactions across professional practices rather than by individual actors alone. This shifts the focus of behavioral ethics research beyond the laboratory exploring motivation and cognition and into the organizations and professions where unethical behavior is motivated, justified, enabled and supported in specific social contexts. For instance, when pharmaceutical firms fund academic research, how do the funding arrangements intersect with individual behaviors that are typical in academic research? In turn, how do academic-industry interactions affect scientific norms, particularly those involving compliance with rules, regulations, and ethical codes of conduct? A social organization approach to ethics allows us not only to examine ethics in practice, but also to tease apart unethical behaviors that might operate on an unreflective level and become accepted as “just the way it is.”

APA, Harvard, Vancouver, ISO, and other styles

20

Hong, Michelle C., Christopher M. Barnes, and Brent A. Scott. "Collateral Damage From the Show: Emotional Labor and Unethical Behavior." Business Ethics Quarterly 27, no. 4 (September 5, 2017): 513–40. http://dx.doi.org/10.1017/beq.2017.30.

Full text

Abstract:

ABSTRACT:We extend the behavioral ethics literature to examining emotional labor as an antecedent to unethical behavior. We hypothesize that surface acting is positively associated with unethical behavior. In contrast, we produce competing hypotheses for the relationship between deep acting and unethical behavior. In Study 1, with a field sample of 123 full-time employees, surface acting was positively associated with unethical behavior, and emotional inauthenticity explained some of this relationship. In contrast, deep acting was not associated with unethical behavior. In Study 2, with a field sample of 117 full-time employees, we replicated the effect of surface acting in Study 1 and found a positive relationship between deep acting and unethical behavior via emotional inauthenticity. In Study 3, using a two-wave design, we replicated the results in Study 2 and found perceived fairness strengthens the relationship between surface acting and unethical behavior through emotional inauthenticity.

APA, Harvard, Vancouver, ISO, and other styles

21

Aaldering, Hillie, Alfred Zerres, and Wolfgang Steinel. "Constituency Norms Facilitate Unethical Negotiation Behavior Through Moral Disengagement." Group Decision and Negotiation 29, no. 5 (July 24, 2020): 969–91. http://dx.doi.org/10.1007/s10726-020-09691-1.

Full text

Abstract:

Abstract While organizations strive for ethical conduct, the activity of negotiating offers strong temptations to employ unethical tactics and secure benefits for one’s own party. In four experiments, we examined the role of constituency communication in terms of their attitudes towards (un)ethical and competitive conduct on negotiators’ willingness and actual use of unethical tactics. We find that the mere presence of a constituency already increased representatives’ willingness to engage in unethical behavior (Experiment 1). More specifically, a constituency communicating liberal (vs. strict) attitudes toward unethical conduct helps negotiators to justify transgressions and morally disengage from their behavior, resulting in an increased use of unethical negotiation tactics (Experiment 2–3). Moreover, constituents’ endorsement of competitive strategies sufficed to increase moral disengagement and unethical behavior of representative negotiators in a similar fashion (Experiment 4ab). Our results caution organizational practice against advocating explicit unethical and even competitive tactics by constituents: it eases negotiators’ moral dilemma towards unethical conduct.

APA, Harvard, Vancouver, ISO, and other styles

22

Silverman, Deborah A. "Unethical Behavior on Several Levels." Journal of Mass Media Ethics 29, no. 2 (April 3, 2014): 128–31. http://dx.doi.org/10.1080/08900523.2014.893778.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Greenbaum, Rebecca L., Aaron Hill, Mary B. Mawritz, and Matthew J. Quade. "Employee Machiavellianism to Unethical Behavior." Journal of Management 43, no. 2 (July 10, 2016): 585–609. http://dx.doi.org/10.1177/0149206314535434.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Smith-Crowe, Kristin. "Dysfunctional Reactions to Unethical Behavior." Academy of Management Proceedings 2015, no. 1 (January 2015): 11252. http://dx.doi.org/10.5465/ambpp.2015.11252symposium.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Hosmer, LaRue T. "The institutionalization of unethical behavior." Journal of Business Ethics 6, no. 6 (August 1987): 439–47. http://dx.doi.org/10.1007/bf00383286.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Cojuharenco, Irina, Garriy Shteynberg, Michele Gelfand, and Marshall Schminke. "Self-Construal and Unethical Behavior." Journal of Business Ethics 109, no. 4 (December 22, 2011): 447–61. http://dx.doi.org/10.1007/s10551-011-1139-8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Ishmael, Tokunboh. "The Influence of Unethical Peer Behavior on Observers’ Unethical Behavior: A Social Cognitive Perspective." CFA Digest 42, no. 4 (November 2012): 13–15. http://dx.doi.org/10.2469/dig.v42.n4.59.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

O’Fallon, Michael J., and Kenneth D. Butterfield. "The Influence of Unethical Peer Behavior on Observers’ Unethical Behavior: A Social Cognitive Perspective." Journal of Business Ethics 109, no. 2 (November 15, 2011): 117–31. http://dx.doi.org/10.1007/s10551-011-1111-7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Kouchaki, Maryam, and Justin Wareham. "Excluded and behaving unethically: Social exclusion, physiological responses, and unethical behavior." Journal of Applied Psychology 100, no. 2 (March 2015): 547–56. http://dx.doi.org/10.1037/a0038034.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Guvendi, Burcu, and Ayse Turksoy Isim. "Moral Disengagement Level of Team Athletes Depending on Unethical Behaviors They Perceived from Their Coaches." Journal of Education and Learning 8, no. 4 (July 4, 2019): 83. http://dx.doi.org/10.5539/jel.v8n4p83.

Full text

Abstract:

The aim of this study is to determine the correlation between moral disengagement level of team athletes and unethical behaviors they perceived from their coaches by examining moral disengagement level of team athletes depending on unethical behaviors they perceived from their coaches. The target population of the study consists of 305 team athletes whose age average is 20.45 ± 4.68 and who are training with the same trainer for average of 2.01 ± 1.69 years and from basketball, football and volleyball branches. In this study, “Moral Disengagement in Sport” and “Athlete’s Perception about Coaches’ Unethical Behaviors” scales have been used as data collection tools. Descriptive statistics, t test, ANOVA and Pearson Correlation analysis were used for the analysis of data. According to the findings of the study, it was observed that there was a positive low level of correlation between moral disengagement and athlete’s perception about unethical behaviors of the coach. Younger athletes have a higher perception about unethical behavior they perceived from coaches. Moral disengagement scores of male athletes, athletes who did not take part in national team and athletes who were punished were significantly higher. Significant difference was observed in moral disengagement and in the sub-dimensions of the athletes’ perception about their coaches’ unethical behavior scales by branch. When the meeting level of athletes with their coaches in the social environment examined, it was seen that there was a significant difference in all sub-dimensions of the athlete’s perception regarding the coach’s unethical behaviors scale. When athlete’s level of communication with their coaches was examined, there was a significant difference in all sub-dimensions of the athlete’s perception regarding the coach’s unethical behaviors scale. As a result, as the level of unethical behavior that athletes perceived from their coaches increases, the level of moral disengagement also increases.

APA, Harvard, Vancouver, ISO, and other styles

31

Smith, Gloria Copeland, and Troy Keith Knudson. "Student nurses’ unethical behavior, social media, and year of birth." Nursing Ethics 23, no. 8 (August 3, 2016): 910–18. http://dx.doi.org/10.1177/0969733015590009.

Full text

Abstract:

Background: This study is the result of findings from a previous dissertation conducted by this author on Student Nurses’ Unethical Behavior, Boundaries, and Social Media. The use of social media can be detrimental to the nurse–patient relationship if used in an unethical manner. Method: A mixed method, using a quantitative approach based on research questions that explored differences in student nurses’ unethical behavior by age (millennial vs nonmillennial) and clinical cohort, the relationship of unethical behavior to the utilization of social media, and analysis on year of birth and unethical behavior. A qualitative approach was used based on a guided faculty interview and common themes of student nurses’ unethical behavior. Participants and Research Context: In total, 55 Associate Degree nursing students participated in the study; the research was conducted at Central Texas College. There were eight faculty-guided interviews. Ethical considerations: The main research instrument was an anonymous survey. All participants were assured of their right to an informed consent. All participants were informed of the right to withdraw from the study at any time. Findings: Findings indicate a significant correlation between student nurses’ unethical behavior and use of social media (p = 0.036) and a significant difference between student unethical conduct by generation (millennials vs nonmillennials (p = 0.033)) and by clinical cohort (p = 0.045). Further findings from the follow-up study on year of birth and student unethical behavior reveal a correlation coefficient of 0.384 with a significance level of 0.003. Discussion: Surprisingly, the study found that second-semester students had less unethical behavior than first-, third-, and fourth-semester students. The follow-up study found that this is because second-semester students were the oldest cohort. Conclusion: Implications for positive social change for nursing students include improved ethics education that may motivate ethical conduct throughout students’ careers nationally and globally for better understanding and promotion of ethics and behavior.

APA, Harvard, Vancouver, ISO, and other styles

32

Iorga, Magdalena, Tudor Ciuhodaru, and Sandy-Narcis Romedea. "Ethic and Unethic. Students and the Unethical Behavior During Academic Years." Procedia - Social and Behavioral Sciences 93 (October 2013): 54–58. http://dx.doi.org/10.1016/j.sbspro.2013.09.151.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Liu, Shubo, Qianlin ZHU, and Feng Wei. "How Abusive Supervision Affects Employees’ Unethical Behaviors: A Moderated Mediation Examination of Turnover Intentions and Caring Climate." International Journal of Environmental Research and Public Health 16, no. 21 (October 29, 2019): 4187. http://dx.doi.org/10.3390/ijerph16214187.

Full text

Abstract:

Drawing on psychological contract theory, this research contributes to the unethical behavior literature by exploring employees’ turnover intentions as a mediator of the relationship between abusive supervision and employees’ unethical behavior and the moderating role of the caring climate in the relationship between turnover intentions and unethical behavior. The results from a sample of 679 reveal that turnover intentions mediate relationship between abusive supervision and subordinates’ unethical behavior, and caring climate moderates the positive relationship between turnover intentions and subordinates’ unethical behavior. We also find that the indirect effect is moderated by the caring climate. The theoretical and practical implications are discussed.

APA, Harvard, Vancouver, ISO, and other styles

34

Yang, Jianchun, Lu Lu, Nan Yao, and Chaochao Liang. "Self-sacrificial leadership and employees' unethical pro-organizational behavior: Roles of identification with leaders and collectivism." Social Behavior and Personality: an international journal 48, no. 2 (February 5, 2020): 1–12. http://dx.doi.org/10.2224/sbp.8285.

Full text

Abstract:

Employee behavior that is unethical but that may potentially benefit the organization is termed unethical pro-organizational behavior. Based on social identity theory, we examined the influence of a self-sacrificial leadership style on employees' unethical pro-organizational behavior, as well as the mediating effect of identification with leader and the moderating role of collectivism. Participants were 336 Chinese employees in different industries including telecommunications, manufacturing, and catering. Results show that self-sacrificial leadership was positively related to the employees' unethical proorganizational behavior, and the positive influence was mediated by identification with leader. Additionally, collectivism moderated the relationship between self-sacrificial leadership and the employees' unethical pro-organizational behavior, such that the positive relationship between self-sacrificial leadership and unethical proorganizational behavior was stronger when collectivism was higher. Theoretical and practical implications are discussed.

APA, Harvard, Vancouver, ISO, and other styles

35

Rui, Jiang, and Lin Xinqi. "Trickle-down effect of benevolent leadership on unethical employee behavior: a cross-level moderated mediation model." Leadership & Organization Development Journal 41, no. 6 (June 27, 2020): 721–40. http://dx.doi.org/10.1108/lodj-12-2019-0529.

Full text

Abstract:

PurposeConducting research on the relationship between benevolent leadership and unethical employee behavior can help us find solutions to reduce unethical employee behavior. This paper also discusses how the benevolent manager leadership can be transmitted to the employee's unethical behavior through the benevolent supervisor leadership and the moderating effect of LMX and ethical climate.Design/methodology/approachThrough a questionnaire survey of 406 pairs of leaders, supervisor and employees, the authors use data aggregation test, confirmatory factor analysis, descriptive statistics and multilevel model (HLM) to test our hypothesis.Findings(1) Manager supervisor leadership is negatively related to unethical employee behavior, (2) benevolent supervisor leadership mediates the relationship between benevolent manager leadership and unethical employee behavior, (3) LMX positively moderates the relationship between benevolent manager leadership and benevolent supervisor leadership and moderates the mediating effect of benevolent supervisor leadership, and (4) ethical climate positively moderates the relationship between benevolent supervisor leadership and unethical employee behavior and moderates the mediating effect of benevolent supervisor leadership.Originality/valueFirst, based on previous studies, this study further proves that benevolent leadership is a popular positive leadership among the three dimensions of paternalistic leadership that extends its influence to unethical employee behavior. Second, the study traces the source of the benevolent leadership of employees' supervisors and reveals the action mechanism of how benevolent manager leadership affects unethical employee behavior (trickle-down effect). LMX and the ethical climate provide the organizational context of the trickle-down effect and the occurrence of unethical employee behavior.

APA, Harvard, Vancouver, ISO, and other styles

36

Irianto, Gugus, Nurlita Novianti, Kristin Rosalina, and Yuki Firmanto. "INTEGRITY, UNETHICAL BEHAVIOR, AND TENDENCY OF FRAUD." EKUITAS (Jurnal Ekonomi dan Keuangan) 16, no. 2 (September 13, 2018): 144–63. http://dx.doi.org/10.24034/j25485024.y2012.v16.i2.213.

Full text

Abstract:

The purpose of this research is to analyze the influence of integrity, and compensation systems on unethical behavior, and the influence of unethical behavior on tendency of fraud. The sample used in this research is the staff of financial, and procurement divisions of a higher educational institution. The result of the research indicates that integrity has no influence on unethical behavior, whilst compensation systems have an influence on unethical behavior. The other result shows that ethical environment could drive decision based on ethical principles rather than personal interest. In other words, the tendency of fraud may be reduced by the existence of ethical environment. The results of the study may be further interpreted that appropriate system, integrity, and ethical environment are determinant to ethical behavior.

APA, Harvard, Vancouver, ISO, and other styles

37

Irianto, Gugus, Nurlita Novianti, Kristin Rosalina, and Yuki Firmanto. "INTEGRITY, UNETHICAL BEHAVIOR, AND TENDENCY OF FRAUD." EKUITAS (Jurnal Ekonomi dan Keuangan) 16, no. 2 (June 1, 2012): 144. http://dx.doi.org/10.24034/j25485024.y2012.v16.i2.2320.

Full text

Abstract:

The purpose of this research is to analyze the influence of integrity, and compensation systems on unethical behavior, and the influence of unethical behavior on tendency of fraud. The sample used in this research is the staff of financial, and procurement divisions of a higher educational institution. The result of the research indicates that integrity has no influence on unethical behavior, whilst compensation systems have an influence on unethical behavior. The other result shows that ethical environment could drive decision based on ethical principles rather than personal interest. In other words, the tendency of fraud may be reduced by the existence of ethical environment. The results of the study may be further interpreted that appropriate system, integrity, and ethical environment are determinant to ethical behavior.

APA, Harvard, Vancouver, ISO, and other styles

38

Jannat, Taslima, Nor Asiah Omar, and Syed Shah Alam. "Examining the Role of Deception on Employees’ Threat Appraisal Process, Coping Appraisal Process and Unethical Behavior in Organization." ETIKONOMI 20, no. 1 (February 22, 2021): 153–68. http://dx.doi.org/10.15408/etk.v20i1.15433.

Full text

Abstract:

The purpose of this study is to examine whether deception influences unethical behavior, employee perceptions of threat, and their coping appraisal processes. It also examines the role of deception in influencing employees' threat appraisal and coping appraisal processing. Using the structural equation model (PLS-SEM), this study reveals a strong relationship between deception, unethical behavior, employees' perceived threat appraisal process, and the coping appraisal process. The empirical findings suggest that deception is a common practice in organizations and significantly influences unethical behavior. This study also finds that deception plays a crucial role in reducing employees' perceptions of threat regarding negative outcomes for engaging in unethical behavior while significantly influencing employees' perceived coping appraisal process, which suggests that deceptive behavior can protect them from the threat of detection their unethical behavior. The findings provide new insights into the relationship among deception, employees' perceived threat appraisal process, coping appraisal process, and unethical behavior and paves the way for further research in this area.JEL Classification: L3, M1, M10, M14, M48How to Cite:Jannat, T., Omar, N. A., & Alam, S. H. (2021). Is Deception an Antecedent for Employees’ Cognitive Appraisal Proceses and Unethical Behavior?. Etikonomi, 20(1), 153 – 168. https://doi.org/10.15408/etk.v20i1.15433.

APA, Harvard, Vancouver, ISO, and other styles

39

Gomarn, Pittayaporn, and Jakrapong Pongpeng. "A SEM ANALYSIS OF THE IMPACT OF UNETHICAL STAKEHOLDER BEHAVIORS ON CONSTRUCTION PROJECT FAILURES: AN OIL AND GAS INDUSTRY STUDY." ASEAN Engineering Journal 12, no. 1 (February 28, 2022): 41–48. http://dx.doi.org/10.11113/aej.v12.16603.

Full text

Abstract:

Continued unethical behavior by stakeholders within the oil and gas construction industry has a possible impact on the failure of many projects. This study therefore aims to investigate the impact of this type of behavior on the oil and gas construction industry. A conceptual framework was developed from both a literature review and interviews with 8 experts working on oil and gas construction projects in Myanmar, Malaysia and Thailand. A 31-item questionnaire was used to measure the 304 responses, from which a confirmatory factor analysis and structural equation model (SEM) were developed to investigate this impact. The results revealed that the most significant direct impact on a project’s failure was a main contractor’s unethical behavior. Furthermore, the study determined that the unethical behaviors of the consultant and designer had no direct impact on a project’s failure but that there was an impact of the owner’s unethical behavior. Ranked in order of importance, the indicators of a project failure are as follows: stakeholders' dissatisfaction; cost overrun; time overrun; negative effects on health, safety and environment; quality defects; and dispute and litigation. The results provide a guideline for developing a code of ethics to conduct unethical behavior investigations, which will help decrease future project failures

APA, Harvard, Vancouver, ISO, and other styles

40

Ning, NI, and Li Zhaoyi. "Psychological contract breach, organizational disidentification, and employees' unethical behavior: Organizational ethical climate as moderator." Social Behavior and Personality: an international journal 45, no. 9 (October 3, 2017): 1409–24. http://dx.doi.org/10.2224/sbp.6708.

Full text

Abstract:

We explored the effect of psychological contract breach on employees' unethical behavior and examined the mediating and moderating roles of organizational disidentification and organizational ethical climate, respectively, using data from 362 paired questionnaires. The results of multiple linear regression analysis showed that psychological contract breach was positively related to employees' unethical behavior and also that organizational disidentification completely mediated the relationship between psychological contract breach and employees' unethical behavior. In addition, organizational ethical climate moderated the relationship between psychological contract breach and employees' unethical behavior by weakening the mediating role of organizational disidentification. The results demonstrated that avoidance of organizational disidentification and cultivation of a higher level of organizational ethical climate were conducive to the reduction of employees' unethical behavior.

APA, Harvard, Vancouver, ISO, and other styles

41

Budiarto, Dekeng Setyo, and Yona Setyoningtyas. "Rules Enforcement And Unethical Behavior: Empirical research on Employee Fraud in Local Government Agencies." International Journal of Business Economics (IJBE) 1, no. 1 (September 30, 2019): 38–48. http://dx.doi.org/10.30596/ijbe.v1i1.3314.

Full text

Abstract:

The tendency of fraud is one of the major threats to Indonesian country. The current research aims to study the effect of rules enforcement and unethical behaviors on the tendency of fraud based on gender. The sample consists of 126 employees from 28 Local Government Agencies (LGAs) in Kulon Progo regency. Purposive sampling was the sampling technique employed in this study. The results demonstrated a significant effect of unethical behavior on the tendency of fraud. However, rules enforcement level has no significant effect on the tendency of fraud. In addition, gender differences were observed in unethical behavior and the tendency of fraud. On the other hand, gender differences were not present in the level of rules enforcement.

APA, Harvard, Vancouver, ISO, and other styles

42

Lawrence, Ericka R., and K. Michele Kacmar. "Exploring the Impact of Job Insecurity on Employees’ Unethical Behavior." Business Ethics Quarterly 27, no. 1 (October 25, 2016): 39–70. http://dx.doi.org/10.1017/beq.2016.58.

Full text

Abstract:

ABSTRACT:The multitude of corporate scandals has prompted research that examines factors that influence an individual’s engagement in unethical behavior. This article extends previous research by examining the psychological processes through which unethical behavior may occur. We develop and test a model that uses self-regulation theory to explain and predict how and under what circumstances individuals are likely to engage in unethical behavior. Results from data collected from 107 professionals at two points in time and 205 employees from various industries confirm that job insecurity increases emotional exhaustion, which subsequently impairs an employee’s ability to activate self-regulating processes to avoid engaging in unethical behavior. However, the link between job insecurity and emotional exhaustion as well as the mediated relationship between job insecurity and unethical behavior through emotional exhaustion are weaker for employees who have high adaptability and stronger for employees who are highly embedded in their organization.

APA, Harvard, Vancouver, ISO, and other styles

43

Nguyen, Thi Hong, and Angelina Nhat-Hanh Le. "Promoting creativity and innovation: expected and unexpected consequences." Asia Pacific Journal of Innovation and Entrepreneurship 13, no. 3 (December 2, 2019): 296–310. http://dx.doi.org/10.1108/apjie-03-2019-0008.

Full text

Abstract:

Purpose The paper aims to explore the role of climate for creativity and innovation as the situational variable to lead to both expected and unexpected consequences (e.g. performance and unethical behavior), by discovering the relationships among task characteristics (e.g. difficulty, clarity and performance pressure), individual psychological aspects (e.g. mindfulness and self-justification) and work environmental conditions (e.g. peer behavior and climate for creativity and innovation). In this study, task characteristics are proposed to positively associate with unethical behavior via mindfulness. Moreover, climate for creativity and innovation is proposed to moderate the relationship between self-justification and unethical behavior. Finally, unethical behavior is predicted to positively influence on performance. Design/methodology/approach Data were collected from the sample of salespeople, who are working for variety of companies in Vietnam. Partial least squares structural equation modeling (PLS-SEM) and SmartPLS 3 are implemented to test the path model. Findings Emphasizing both bright and dark sides of promoting creativity and innovation, the study highlights the role of climate for creativity and innovation in strengthening the positive relationship between self-justification and unethical behavior. In turn, unethical behavior positively influences performance. Further, the findings indicate that mindfulness contributes in explaining unconscious unethical behavior. Originality/value Exploring the relationships among climate for creativity and innovation, unethical behavior and performance, this paper contributes for deeper understanding of variety aspects of innovation. Demands for an intelligent management in modern workplaces are suggested.

APA, Harvard, Vancouver, ISO, and other styles

44

Lemke, Dwight K., and Marshall Schminke. "Ethics in Declining Organizations." Business Ethics Quarterly 1, no. 3 (July 1991): 235–48. http://dx.doi.org/10.2307/3857612.

Full text

Abstract:

This paper explores the relationship between declining organizations and unethical behavior. Data from a four month long management simulation indicate that declining organizations demonstrate a greater propensity for unethical activities than do more successful companies. The results indicate that: 1) organizations in decline are more likely to be involved in unethical activities; 2) the more severe the decline is, the more unethical the behavior is likely to be; and 3) it is organizational decline and not initial propensities toward unethical conduct that explains the unethical behavior. The paper also discusses the implications of these findings and outlines future streams of research.Honesty is the best policy - When there is money in it. - Mark Twain

APA, Harvard, Vancouver, ISO, and other styles

45

Amran, Noor Afza, Mohamad Naimi Mohamad Nor, Pupung Purnamasari, and Rudy Hartanto. "Perspectives on Unethical Behaviors among Accounting Students in Emerging Markets." International Journal of Innovative Research and Scientific Studies 4, no. 4 (December 14, 2021): 247–57. http://dx.doi.org/10.53894/ijirss.v4i4.267.

Full text

Abstract:

Unethical activities have a diverse impact on society. Such activities, if not properly curbed, can destroy the values and culture of an organization. Thus, an understanding of the attitude of young people towards unethical behavior is necessary because they are the future leaders who will determine the direction and success of nations. This study investigates the factors that stimulate unethical behavior among university students in Malaysia and Indonesia. A survey questionnaire was distributed to accounting student respondents in selected universities. This study applies the Partial Least Squares technique to confirm the results. The findings show strong support for a direct relationship between attitude and unethical behavior in the Malaysian setting and a significant direct relationship between perceived behavioral control and subjective norm with unethical behavior in the Indonesian setting. In terms of contribution, this study has raised the awareness to the relevant regulatory bodies of the need to seriously educate society, especially the youth, on the impact of unethical behavior on a nation's development. Severe penalties and fines must be imposed on individuals committing unethical behavior. Educators need to revamp existing syllabi and embed ethical behavior content into them. Society needs to support anti-corruption activities carried out by regulatory bodies, the community, and non-governmental organizations (NGOs), so the presence of unethical activities can be minimized, and the dignity of society can be elevated.

APA, Harvard, Vancouver, ISO, and other styles

46

Rassman, William R. "Areas of unethical behavior practiced today." International Society of Hair Restoration Surgery 19, no. 5 (September 2009): 149–53. http://dx.doi.org/10.33589/19.5.0149.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Murata, Atsuo, and Tomoya Morinaga. "Unnoticed Unethical Behavior when Gradually Escalated." International Journal of Applied Behavioral Economics 5, no. 2 (April 2016): 1–11. http://dx.doi.org/10.4018/ijabe.2016040101.

Full text

Abstract:

The authors paid attention to an unethical behavior motivated by the economic incentive or the pursuit of efficiency. When facing a situation under which one must weigh the ethics of safety rule and the efficiency (economic aspect) in the balance, it is difficult to recognize the unethical behavior when it was corroded gradually than when it was corroded abruptly. More concretely, it was explored how the change of actual amount of money and estimate (gradual change, or abrupt change), the reward of approval of the estimate, the revelation probability of dishonesty and the amount of punishment affected the dishonesty (unethical behavior) under the conflict of interest. The participants were less likely to criticize the actions of others, and tended to approve the estimate and receive the reward when their behavior eroded gradually over time than when their behavior changed abruptly. The authors could identify the combined effect of both large amount of punishment (reward of 10% of the estimated value) and low revelation probability (1%) for the contribution of increased percentage approval of the gradual change. In other words, the percentage approval under the gradual change condition was significantly larger than that under the abrupt change condition when the reward and the probability of revelation was 10% and 1%, respectively.

APA, Harvard, Vancouver, ISO, and other styles

48

Gino, Francesca, Shahar Ayal, and Dan Ariely. "Contagion and Differentiation in Unethical Behavior." Psychological Science 20, no. 3 (March 2009): 393–98. http://dx.doi.org/10.1111/j.1467-9280.2009.02306.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Gonenc Guler, Emel, and Cemal Yukselen. "Hotel employees' beliefs on unethical behavior." Social Responsibility Journal 6, no. 2 (June 8, 2010): 252–67. http://dx.doi.org/10.1108/17471111011051757.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Lee, Chunbok, Sunman Kim, Kwisoon Choe, and Sunghee Kim. "Effect of Ethics Seminar on Moral Sensitivity and Ethical Behavior of Clinical Nurses." International Journal of Environmental Research and Public Health 18, no. 1 (December 31, 2020): 241. http://dx.doi.org/10.3390/ijerph18010241.

Full text

Abstract:

While nursing is an ethical profession, unethical behavior among nurses is increasing worldwide. This study examined the effects of an ethics seminar on nurses’ moral sensitivity and ethical behavior. A total of 35 nurses (17 experimental, 18 control) were recruited. The ethics seminar was held over a six-month period from May to October 2018 and comprised six sessions held once a month for two hours. Moral sensitivity and unethical behavior were measured at the start and end of the seminar. Moral sensitivity and unethical behavior showed a negative correlation (r = −0.400, p < 0.05). After the ethics seminar, the experimental group’s moral sensitivity was not significantly increased (t = −1.039, p = 0.314). The experimental group’s mean scores of unethical behavior at pre- and posttest were 12.59 and 9.47, respectively, indicating a statistically significant difference (t = 3.363, p = 0.004). There was no statistically significant difference in the mean score in both moral sensitivity and unethical behavior at pre- and posttest in the control group. Thus, ethics seminars can reduce the risk of unethical behavior among nurses. Regular ethics seminars and training must be provided to nurses as part of their curriculum/practice.

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Unethical behavior'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles