10 found
  1.  42
    Sean Valentine & Tim Barnett (2002). Ethics Codes and Sales Professionals' Perceptions of Their Organizations' Ethical Values. Journal of Business Ethics 40 (3):191 - 200.
    Most large companies and many smaller ones have adopted ethics codes, but the evidence is mixed as to whether they have a positive impact on the behavior of employees. We suggest that one way that ethics codes could contribute to ethical behavior is by influencing the perceptions that employees have about the ethical values of organizations. We examine whether a group of sales professionals in organizations with ethics codes perceive that their organizational context is more supportive of ethical behavior than (...)
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  2.  35
    Tim Barnett, Ken Bass & Gene Brown (1996). Religiosity, Ethical Ideology, and Intentions to Report a Peer's Wrongdoing. Journal of Business Ethics 15 (11):1161 - 1174.
    Peer reporting is a specific form of whistelblowing in which an individual discloses the wrongdoing of a peer. Previous studies have examined situational variables thought to influence a person's decision to report the wrongdoing of a peer. The present study looked at peer reporting from the individual level. Five hypotheses were developed concerning the relationships between (1) religiosity and ethical ideology, (2) ethical ideology and ethical judgments about peer reporting, and (3) ethical judgments and intentions to report peer wrongdoing.Subjects read (...)
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  3.  54
    Tim Barnett & Cheryl Vaicys (2000). The Moderating Effect of Individuals' Perceptions of Ethical Work Climate on Ethical Judgments and Behavioral Intentions. Journal of Business Ethics 27 (4):351 - 362.
    Dimensions of the ethical work climate, as conceptualized by Victor and Cullen (1988), are potentially important influences on individual ethical decision-making in the organizational context. The present study examined the direct and indirect effects of individuals' perceptions of work climate on their ethical judgments and behavioral intentions regarding an ethical dilemma. A national sample of marketers was surveyed in a scenario-based research study. The results indicated that, although perceived climate dimensions did not have a direct effect on behavioral intentions, there (...)
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  4.  27
    Tim Barnett & Elizabeth Schubert (2002). Perceptions of the Ethical Work Climate and Covenantal Relationships. Journal of Business Ethics 36 (3):279 - 290.
    Employees perception of the existence of a covenantal relationship between themselves and their employer indicates that they believe there is a mutual commitment to shared values and the welfare of the other party in the relationship. Research suggests that these types of employment relationships have positive benefits for both employees and employers. There has been little research, however, on the factors that determine whether such relationships will develop and thrive.In this paper, we suggest that the organizations ethical work climate may (...)
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  5. Tim Barnett, Ken Bass & Gene Brown (1994). Ethical Ideology and Ethical Judgment Regarding Ethical Issues in Business. Journal of Business Ethics 13 (6):469 - 480.
    Differences in ethical ideology are thought to influence individuals'' reasoning about moral issues (Forsyth and Nye, 1990; Forsyth, 1992). To date, relatively little research has addressed this proposition in terms of business-related ethical issues. In the present study, four groups, representing four distinct ethical ideologies, were created based on the two dimensions of the Ethical Position Questionnaire (idealism and relativism), as posited by Forsyth (1980). The ethical judgments of individuals regarding several business-related issues varied, depending upon their ethical ideology.
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  6.  46
    Tim Barnett, Ken Bass, Gene Brown & Frederic J. Hebert (1998). Ethical Ideology and the Ethical Judgments of Marketing Professionals. Journal of Business Ethics 17 (7):715-723.
    The present study extends the study of individuals' ethical ideology withinthe context of marketing ethics issues. A national sample of marketing professionals participated. Respondents' ethical ideologies were classified as absolutists, situationists, exceptionists, or subjectivists using the Ethical Position Questionnaire (Forsyth, 1980). Respondents then answered questions about three ethically ambiguous situations common to marketing and sales. The results indicated that marketers' ethical judgments about the situations differed based on their ethical ideology, with absolutists rating the actions as most unethical. The findings (...)
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  7.  24
    Sean Valentine, Philip Varca, Lynn Godkin & Tim Barnett (2010). Positive Job Response and Ethical Job Performance. Journal of Business Ethics 91 (2):195 - 206.
    Although many studies have linked job attitudes and intentions to aspects of in-role and extra-role job performance, there has been relatively little attention given to such job responses in the context of employees’ ethical/unethical behavior. The purpose of this study was to investigate a possible relationship between positive job response (conceptualized as job satisfaction and intention to stay) and behavioral ethics. Ninety-two matched manager-employee pairs from a regional branch of a large financial services and banking firm completed survey instruments, with (...)
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  8.  94
    Tim Barnett, Daniel S. Cochran & G. Stephen Taylor (1993). The Internal Disclosure Policies of Private-Sector Employers: An Initial Look at Their Relationship to Employee Whistleblowing. [REVIEW] Journal of Business Ethics 12 (2):127 - 136.
    Whistleblowers have usually been treated as outcasts by private-sector employers. But legal, ethical, and practical considerations increasingly compel companies to encourage employees to disclose suspected illegal and/or unethical activities throughinternal communication channels. Internal disclosure policies/procedures (IDPP''s) have been recommended as one way to encourage such communication.This study examined the relationship between IDPP''s and employee whistleblowing among private-sector employers. Almost 300 human resources executives provided data concerning their organizations'' experiences.
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  9. Tim Barnett (1992). A Preliminary Investigation of the Relationship Between Selected Organizational Characteristics and External Whistleblowing by Employees. Journal of Business Ethics 11 (12):949 - 959.
    Whistleblowing by employees to regulatory agencies and other parties external to the organization can have serious consequences both for the whistleblower and the company involved. Research has largely focused on individual and group variables that affect individuals'' decision to blow the whistle on perceived wrongdoing.This study examined the relationship between selected organizational characteristics and the perceived level of external whistleblowing by employees in 240 organizations. Data collected in a nationwide survey of human resource executives were analyzed using analysis of variance.
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  10. Sean Valentine, Philip Varca, Lynn Godkin & Tim Barnett (2010). Positive Job Response and Ethical Job Performance. Journal of Business Ethics 91 (2):195-206.
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