Comparative perspectives on the ethical orientations of human resources, marketing and finance functional managers
Journal of Business Ethics 56 (3) (2005)
|Abstract||The human resources profession emphasizes the personal and interpersonal aspects of work, that make it conscious of complex ethical issues in relationships in the workplace, while finance specialists are conversant with routine compliance with regulations. Marketing professionals are under pressure to produce revenue results. Thus, this research hypothesized that human resources managers would be more disapproving of unethical conduct than both finance and marketing functional managers, and that finance managers would be more disapproving than marketing managers. When asked to evaluate instances of unethical behavior in vignettes, human resources and finance managers were both significantly more disapproving than marketing managers. However, human resources managers were not significantly more disapproving than finance managers. Explanations for the results lie in the divergent antecedent conditions, objectives, perceptions of ethical problems and demands of the various functions. Alternative behavior patterns to resolve ethical dilemmas and expected consequences by the different functions also define their ethical orientations. Average responses on the disapproving side from all three functional groups are explained by two complementary trends that promote ethical awareness among all functional managers. One is the adoption of homogeneous conventions in ethical business practice. The other trend is the increase in ethical awareness specific to each of the functional professions.|
|Keywords||No keywords specified (fix it)|
|Through your library||Configure|
Similar books and articles
Anusorn Singhapakdi, Somboom Salyachivin, Busaya Virakul & Vinich Veerayangkur (2000). Some Important Factors Underlying Ethical Decision Making of Managers in Thailand. Journal of Business Ethics 27 (3):271 - 284.
M. G. Serap Ekin & S. Hande Tezölmez (1999). Business Ethics in Turkey: An Empirical Investigation with Special Emphasis on Gender. Journal of Business Ethics 18 (1):17 - 34.
Margaret McNeil & Kerry Pedigo (2001). Western Australian Managers Tell Their Stories: Ethical Challenges in International Business Operations. Journal of Business Ethics 30 (4):305 - 317.
A. R. M. Zabid & S. K. Alsagoff (1993). Perceived Ethical Values of Malaysian Managers. Journal of Business Ethics 12 (4):331 - 337.
T. S. Chan & Robert W. Armstrong (1999). Comparative Ethical Report Card: A Study of Australian and Canadian Manager's Perceptions of International Marketing Ethics Problems. Journal of Business Ethics 18 (1):3 - 15.
Carolyn Wiley (1998). Reexaminating Perceived Ethics Issues and Ethics Roles Among Employment Managers. Journal of Business Ethics 17 (2):147-161.
Praveen Aggarwal, Rajiv Vaidyanathan & Stephen Castleberry (2012). Managerial and Public Attitudes Toward Ethics in Marketing Research. Journal of Business Ethics 109 (4):463-481.
Gene R. Laczniak & Patrick E. Murphy (1991). Fostering Ethical Marketing Decisions. Journal of Business Ethics 10 (4):259 - 271.
David J. Fritzsche & Helmut Becker (1983). Ethical Behavior of Marketing Managers. Journal of Business Ethics 2 (4):291 - 299.
Eleanor O'Higgins & Bairbre Kelleher (2005). Comparative Perspectives on the Ethical Orientations of Human Resources, Marketing and Finance Functional Managers. Journal of Business Ethics 56 (3):275 - 288.
Added to index2009-01-28
Total downloads5 ( #160,368 of 549,078 )
Recent downloads (6 months)1 ( #63,317 of 549,078 )
How can I increase my downloads?