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The Ethics of Meaningful Work: Types and Magnitude of Job-Related Harm and the Ethical Decision-Making Process

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An Erratum to this article was published on 06 July 2013

Abstract

This research on the ethics of meaningful work examined how types of job-related harm (physical, economic, emotional, and cognitive) and their magnitude of consequences (MOC, low, high) influenced components of ethical decision-making (moral recognition, moral evaluations, and moral intentions). The research also investigated the moderating effects of individual differences (experience with carpal tunnel syndrome, experience with layoffs, ability to read others’ emotions, and intrinsic motivation orientation [IMO]) on the relation between the MOC and the ethical decision-making elements for each type of harm. Using a sample of 185 Chinese professionals, a between-subjects, fully crossed experimental scenario design revealed that physical and economic job-related harm were recognized as moral issues to a greater extent than cognitive or emotional harm. Second, physical job-related harm stimulated a higher level of moral evaluations than economic and cognitive harm. Third, individuals intended to act ethically when MOC was high versus low. Finally, experience with layoffs and IMO helped explain the relations between MOC and moral evaluations for economic and cognitive job-related harm, respectively. Implications for research and management are discussed.

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Abbreviations

CTD:

Cumulative trauma disorder

MOC:

Magnitude of consequences

CTS:

Carpal tunnel syndrome

AROE:

Ability to read others’ emotions

IMO:

Intrinsic motivation orientation

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Acknowledgments

An earlier version of this manuscript was presented at the Social Issues in Management Division of the Academy of Management Meeting in Atlanta, GA. The authors wish to thank the participants of the study and Jeremy Wortman for his help in pilot testing the experimental scenarios.

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Authors and Affiliations

  1. International Center for Ethics in Business, The University of Kansas, 330 Summerfield Hall; 1300 Sunnyside Ave., Lawrence, KS, 66045-7585, USA

    Douglas R. May

  2. Department of Management Studies, Labovitz School of Business and Economics, University of Minnesota-Duluth, 365M LSBE; 1318 Kirby Drive, Duluth, MN, 55812-3029, USA

    Jennifer Mencl

  3. Gelberg Signs, 6511 Chillum Place, N.W., Washington, DC, 20012, USA

    Cuifang Li

  4. School of Business, The University of Kansas, 1300 Sunnyside Ave., Lawrence, KS, 66045-7585, USA

    Ching-Chu Huang

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Correspondence to Douglas R. May.

Appendix

Appendix

Experimental Scenarios for Types of Job-Related Harm

Physical Harm

Pat Hanson is the department manager in an organization very similar to yours. Last Monday morning, Pat overheard an employee in the department, talking about “tingling and numbness in her fingers” and how her hand felt weak when she tried to open a jar over the weekend.

Pat knows that this condition can be caused either by the near-constant typing that dominates the employee’s time at work or by the gardening and weeding she’s been doing at home. Without attention (Low Consequence: Pat knows that this problem sometimes decreases in magnitude and surgery is not required; High Consequence: Pat knows that this problem could escalate to the point where surgery would be required. An incision would be made on the inside of the wrist to allow for more space for the swollen nerves. Recovery from surgery is moderately painful and would include physical therapy and restricted work duty for several months. Some patients never completely recover).

After thinking about it, Pat insists that the employee make an appointment to see the company doctor this week.

Economic Harm

Pat Hanson is the department manager in an organization very similar to yours. Last Monday morning, Pat found out that, due to budgetary constraints, Pat may have to layoff an employee in the department.

Pat knows that the employee in the department does not have any savings for such “rainy days.” Pat recognizes that there (Low Consequence: “is an abundance of jobs available in the marketplace demanding the employee’s skills, thus the layoff would have little impact on the employee’s finances;” High Consequence: “are few jobs available in the marketplace and that this layoff will seriously affect the livelihood of this individual. The employee would be forced to file bankruptcy, thus permanently affecting his/her credit).”

After thinking about it, Pat decides to tell the employee about the potential downsizing.

Emotional Harm

Pat Hanson is the department manager in an organization very similar to yours. Last Monday morning, Pat overheard an employee in the department, interacting with a difficult customer.

Pat knows that the employee has trouble dealing with belligerent customers. The employee often gets very angry in such situations and stays that way for an extended period of time. In this particular situation (Low Consequence: “the customer was tactfully questioning the company’s return policy and attempting to convince the employee to allow the return;” High Consequence: “The customer was yelling at the employee about the company’s return policy and was blowing the issue completely out of proportion. This intense face-to-face customer interaction caused the employee to become extremely upset, unable to concentrate for the rest of the day, and feeling totally drained”).

After thinking about it, Pat decides to step in and assist the employee in resolving the issue.

Cognitive Harm Scenario

Pat Hanson is the department manager in an organization very similar to yours. Last Monday morning, Pat overheard an employee in the department talking about whether or not his/her job allows the employee to fully develop his/her potential.

Pat knows that the employee has more talents and abilities than are needed by his/her current position. (Low Consequence: “The employee tells his/her co-worker that the job involves opportunities for challenging work;” High Consequence: “The employee tells his/her co-worker that the job is intolerable and only involves mind-numbingly simple work.”)

After thinking about it, Pat decides to have a career development planning session with the employee.

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May, D.R., Li, C., Mencl, J. et al. The Ethics of Meaningful Work: Types and Magnitude of Job-Related Harm and the Ethical Decision-Making Process. J Bus Ethics 121, 651–669 (2014). https://doi.org/10.1007/s10551-013-1736-9

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