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Men, Management and Morality: Toward a New Organizational Ethic.
... Scholars have become interested in the study of the phenomena involved with the increased interaction between individuals from countries with drastic cultural, economic, political and social differences. With larger numbers of individuals surpassing their own borders and organisations expanding their activities into new countries, as a direct consequence of the process of globalization, research has focused its efforts on the study and understanding of cultural diversity (Trompenaars, 1994); managing cultural shock (Hansen & Brooks, 1994); developing cultural sensitivity (Buller, Kohls & Anderson, 1991); managing cultural fit (Golembiewski, 1989); etc. Despite the diversity of studies on cross-cultural comparisons, not until recently the study of ethics began receiving scholar attention. ...
... With the objective of developing a universal code of behaviour to avoid conflicts and misunderstandings between individuals and organisations operating on differing ethical principles, empirical research has attempted to develop a model to understand the process of cultural socialization and the basic elements of the different ethical frameworks (Bommer, Gratto, Gravander & Tuttle, 1984). Some of the most important models addressing cross-cultural ethical conflicts are Buller, Kohls & Anderson (1991) and Golembiewski (1989) who developed a contingency model suggesting seven strategies for decision-makers facing ethical dilemmas in international settings. Similarly, Kolhberg (1982) and Vitell, Nwachukwu & Barnes (1993), examined the relationship between ethical perception and culture, concluding that two of Hofstede´s (1983) cultural dimensions (uncertainty avoidance and individualism) have a relationship on ethical perceptions. ...
This study describes the preliminary findings of a comparison of attitudes towards academic ethical dilemmas between Mexican and Canadian MBA students/faculty. 459 students and professors answered a survey containing ten vignettes on academic ethical dilemmas to establish their attitudes towards situations of potential student/faculty misconduct. The collected data was analyzed across academic, demographic and religious differences. Preliminary results indicate that the samples mostly differ with respect to their attitudes towards academic plagiarism. Other contrasting differences where identified with respect to main activity, level of education, field of education, age and gender. The impact on International Student Exchange Programs is discussed.
... In terms of the historical foundations of organization analysis, ever since Max Weber (1958Weber ( /1903) wrote his classic The Protestant Ethic and the Spirit of Capitalism, there has been widespread agreement among scholars that conventional management theory and practice were initially underpinned by a particular, long-since secularized, religious moral-point-of-view (e.g., Dyck & Schroeder, 2005;Golembiewski, 1989;Herman, 1997;Hershberger, 1958;Jackall, 1988;Nash, 1994;Naughton & Bausch, 1996;Novak, 1996;Pattison, 1997;Pfeffer, 1982;Redekop, Ainlay, & Siemens, 1995). Weber noted that the hallmarks of this conventional approach À namely, its emphasis on individualism and materialism À had long lost their grounding in religious forces (e.g., Weber, 1958Weber, /1903) and had encaptured society in an "iron cage." ...
... Others seek to understand how religion plays an antecedent role in public service motivation (Brewer, Selden, & Facer, 2000; Perry, 1997), or to establish a humanist basis for ethical action through New Public Administration (Frederickson, 1971Frederickson, , 1997), or engage in " refounding " efforts (Wamsley & Wolf, 1996; Wamsley et al., 1990) and the New Public Service (Denhardt & Denhardt, 2007), or even identify market-based rationales for doing the right thing for citizen-customers (Osborne & Gaebler, 1992). In fact, the public administration ethics literature is replete with thinly veiled spiritual and religious source values and normative frameworks (Cooper, 1991Cooper, , 1994Cooper, , 1998 Denhardt, 1988; Dobel, 1990; Etzioni, 1988; Fox & Cochran, 1990; Golembiewski, 1989; Gutmann & Thompson, 1997; Hart, 1984; Rohr, 1989; Terry, 1995). These roundabout approaches are evidence that the constitutional prohibition hinders the field from directly addressing the manner in which both spiritual and scientific/humanist assumptions shape administrative theory and practice. ...
Women tend to sacrifice career, family life, or both in ways men do not. Studies have shown repeatedly that these career and social costs are higher for women than men. This article argues that career and social costs only exist because workplace policies and practices are based on values that are grounded in beliefs derived from scientific, religious, and spiritual sources. The authors employ three ontological ideal-types to examine workplace policies that affect men and women differently. The analysis considers how different ontological assumptions might lead to more socially equitable policies and outcomes. Characteristics associated with one type in particular may lead to more desirable workplace policies than the others. Therefore, when scholars generically promote “workplace spirituality” in an effort to generate more desirable individual and workplace outcomes, it is important to be specific about which particular beliefs are being promoted and which are being left out.
... More recent empirical research grounded in self-determination theory suggests that factors such as feedback, training and development opportunities, and delegation promote satisfaction of the psychological needs for autonomy and competence, in turn increasing satisfaction and well-being (Deci, Connell, and Ryan 1989;Deci et al. 2001;Gagne and Deci 2005;Illardi et al. 1993). empowerment conceived of as a managerial approach resonates with normative theory in public administration calling for democratization of the workplace, sharing of power with employees, and fl attening of bureaucratic hierarchies (Denhardt 1984;Golembiewski 1965Golembiewski , 1972Kirkhart 1971). Th ird, empowerment as a relational construct-or managerial approach-directly points to a set of recognizable and widely understood practices or levers that managers can pull to infl uence employee behavior. ...
The last three decades have witnessed the spread of employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of employee empowerment on these outcome variables without taking into account the mediating role of employee attitudes. This article contributes to the growing literature on employee empowerment by proposing and testing a causal model that estimates the direct effect of employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.
... From this perspective, isomorphism rests on the assertion that most business schools teach capitalism and little else (Parker, 2008). Although Parker was writing an opinion piece for the Observer newspaper in 2008, his views were presaged by Golembiewski (1989) who couched the argument as a problem of value-free science. He argued that value-free science is a significant danger to teaching management (and science generally) because elites will act in their own interests and discipline the rest of us by the application of knowledge which will meet their needs (by design) and possibly the needs of others (but only by accident). ...
Business schools1 are subject to strong institutional pressures. In this paper we examine university‐based business schools in the UK. We argue that the result of such pressures has been to render business schools isomorphic in a number of ways and to diminish the potential voice of business school research in social and economic issues. We detail the range of institutional pressures and then suggest that schools have choices in the ways they might adapt their strategies to counter normative, coercive and mimetic pressures. Drawing on Oliver's notion of strategic behaviours, we suggest that business schools should adopt a wider scholarly lens and turn its theoretical perspectives and empirical research toward ‘big’ social and economic questions. The difficulties, advantages and implications of changing strategic behaviours are discussed.
... It will be clear that the corporate social responsibility , according to our definition, needs this latter type of ethics to be used in corporate policy and decision making. In fact, organizational values must be subject to the external moral order (Golembiewski, 1965, p. 92) and not " the sole and final arbiter of behaviour " (Golembiewski, 1965, p. 73). It will also be clear that managers will have difficulties in going through all the ethics bases and evaluating norms and values for the society at large. ...
In this paper a corporate social responsibility audit is developed following the underlying methodology of the quality award/excellence models. Firstly the extent to which the quality awards already incorporate the development of social responsibility is examined by looking at the Malcolm Baldrige National Quality Award and the European Quality Award. It will be shown that the quality awards do not yet include ethical aspects in relation to social responsibility. Both a clear definition of social responsibility and an improved audit instrument are required. A definition and an audit instrument are developed which stimulate movement in that direction and help organisations to reflect on their position in relation to social responsibility.
... [1] Subsequent scholarship lends some support to Weber's arguments. He is still considered to be a leading moral philosopher of management (Clegg, 1996) and widespread agreement remains that conventional management theory and practice are underpinned by a particular, long-since secularized, Judeo-Christian moralpoint-of-view (Golembiewski, 1989;Herman, 1997;Hershberger, 1958;Jackall, 1988;Nash, 1994;Naughton and Bausch, 1994;Novak, 1996;Pattison, 1997;Pfeffer, 1982;Redekop et al., 1995). Consistent with his views on the ill effects of living in this iron cage, a growing body of scientific research has found that 'People who are highly focused on materialistic values have lower personal well-being [e.g. ...
Weber's (1958) argument suggests that there are four ideal-types of management, and that conventional management is underpinned by a moral-point-of-view associated with a secularized Protestant Ethic, which can be characterized by its relatively high emphasis on materialism (e.g. productivity, efficiency and profitability) and individualism (e.g. competitiveness). Weber calls on management scholars and practitioners to become aware of their own moral-points-of-view, and to develop management theory and practice that de-emphasizes materialism and individualism. Our paper responds to this challenge, as we draw from an Anabaptist-Mennonite moral-point-of-view to develop a radical ideal-type of management that is characterized by its emphasis on servant leadership, stakeholding, job crafting and sustaincentrism. Implications for management theory and practice are discussed. Copyright Blackwell Publishing Ltd 2005.
The first instances of humanitarian work psychology (HWP) have consisted of the application of the knowledge and methods of work psychology, as currently conceived, to avowedly humanitarian enterprises in which they have not previously been applied. It is suggested that that represents an unnecessarily self-limiting conceptualization of the field, and that we should strive to develop an expanded normative model of work psychology itself characterized by humanistic values. It is argued that such a model is not incompatible with furthering the ends of private sector corporations as their fundamental societal justification is also moral.
Reducing employee turnover in the U.S. federal government has been an ongoing goal of policymakers in Washington, D.C. A large literature emerging during the last three decades has identified a range of antecedents of turnover intention and actual turnover, including individual characteristics, employee attitudes, organizational conditions, and managerial practices. Little research has been done, however, on the impact of employee empowerment as a multifaceted managerial approach on turnover options in the public sector. This study proposes a theoretical model of the direct and indirect effects of employee empowerment on turnover intention in the U.S. federal bureaucracy. The model is tested using structural equation modeling (SEM) and data from the U.S. Federal Employee Viewpoint Survey (FEVS). The empirical results support the hypothesized model. Employee empowerment has negative direct and indirect effects on turnover intention. In addition, the negative effect is greater on the likelihood of intention to leave to another federal agency and intention to leave the federal government than on the intention to retire.
Purpose
The purpose of this paper is to describe the role of management in first century Palestine, and point to implications this has for subsequent management scholarship, especially Weber's widely accepted argument that contemporary management theory and practice is grounded in a Judeo‐Christian ethic.
Design/methodology/approach
The literature on the role and activities of managers in first century Palestine is reviewed and used to evaluate management scholarship that draws on biblical writings from this era.
Findings
Managers played an increasingly important role in all aspects of social life in first century Palestine, and functioned as go‐betweens amongst households that were embedded in a web of patron‐client relationships. Based on analysis the paper contends that it seems unlikely that the core features of the Protestant Ethic would have been a prominent part of the Judeo‐Christian ethic in first century Palestine. The paper's contention is consistent with the observation that in first century Palestine, the hallmarks of the Protestant Ethic – such as “calling,” “rationalization” and “spiritual (vs political) salvation” – would have been welcomed by the social elite but would have been perceived as a threat by the poor, whereas the historical record indicates that first century exemplars of the Judeo‐Christian ethic were instead welcomed by the poor and perceived as a threat by the elite.
Research limitations/implications
The paper questions whether the hallmarks of the Protestant Ethic as described by Weber represent a plausible interpretation of the biblical record. The paper also provides a basis for challenging common assumptions in the literature that contemporary management theory is based on a biblical Judeo‐Christian ethic.
Practical implications
This paper may facilitate a more accurate interpretation of historical texts as they relate to management, and inform the study and development of alternative ways of managing.
Originality/value
The research described here provides a foundation for examining aspects of Weber's widely accepted thesis, as well as the writings of modern scholars.
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