David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 87 (2):189 - 197 (2009)
This research explores the historical perspective of business ethics from the viewpoint of the employer–employee relationship by outlining the impact of the changing social contract between employer and employee relations from the end of World War II to the current day; provides the basic definition of the key elements of the organizational social contract and outlines the social contract in employment relations. It also provides what the author believes to be the key drivers in employer–employee relations and the benefits to good employer–employee relations for each individual within the employment relationship. The results of this research indicate a significant shift in business ethics as it relates to the employers relationship to the employee within a work environment. It further shows the state of the employment relationship prior to World War II. Written contracts were unheard of, but rather, the employment agreement was steeped in a tradition that carried the promise sealed with nothing but a handshake. Now employees have little or no rights; and the ones they are given are provided not by the employer, but by government regulation and court precedent. Issues such as time off for illness, sexual harassment, and workers’ compensation are all handled through legal or regulatory means rather than ethical considerations. The research further shows that the distinct lack of leadership within organizations play a significant role in the disintegration of employer–employee relationships. Specifically, how the lack of leadership relates to the emotional intelligence of the leader. Areas such as empathy and social skills are under trained and under developed by organizations. This research shows that the employer who is willing to give employees what they want and need are far more likely to have success, but more importantly, the organizations will be doing the right thing.
|Keywords||responsibility ethics accountability corporate social responsibility living wage togetherness rewards public education empathy social skill enthusiastic employee|
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Citations of this work BETA
Sharon C. Bolton, Rebecca Chung-hee Kim & Kevin D. O'Gorman (2011). Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study. [REVIEW] Journal of Business Ethics 101 (1):61 - 74.
Cam Caldwell (2011). Duties Owed to Organizational Citizens – Ethical Insights for Today's Leader. [REVIEW] Journal of Business Ethics 102 (3):343-356.
Svetlana Holt & Joan Marques (2012). Empathy in Leadership: Appropriate or Misplaced? An Empirical Study on a Topic That is Asking for Attention. Journal of Business Ethics 105 (1):95-105.
Raymond Loi, Long W. Lam & Ka Wai Chan (2012). Coping with Job Insecurity: The Role of Procedural Justice, Ethical Leadership and Power Distance Orientation. [REVIEW] Journal of Business Ethics 108 (3):361-372.
Christopher C. A. Chan, Kenneth McBey & Brenda Scott-Ladd (2011). Ethical Leadership in Modern Employment Relationships: Lessons From St. Benedict. [REVIEW] Journal of Business Ethics 100 (2):221 - 228.
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