Corporate Ethics Programs: The Impact of Firm Size

1991 ◽  
pp. 119-136 ◽  
Author(s):  
Diana C. Robertson
Keyword(s):  
Firm Size ◽  
Corporate Ethics ◽  
Ethics Programs ◽  
Corporate Ethics Programs ◽  
The Impact

Organizational Justice and Ethics Program “Follow-Through”: Influences on Employees’ Harmful and Helpful Behavior

2001 ◽  
Vol 11 (4) ◽  
pp. 651-671 ◽  
Author(s):  
Linda Klebe Treviño ◽  
Gary R. Weaver
Keyword(s):  
Organizational Justice ◽  
Ethical Behavior ◽  
Unethical Behavior ◽  
Organizational Context ◽  
Corporate Ethics ◽  
Ethical Problems ◽  
Corporate Ethics Programs ◽  
Ethics Program ◽  
Willingness To Report ◽  
The Impact

Abstract:Organizational justice and injustice are widely noted influences on employees’ ethical behavior. Corporate ethics programs also raise issues of justice; organizations that fail to “follow-through” on their ethics policies may be perceived as violating employees’ expectations of procedural and retributive justice. In this empirical study of four large corporations, we considered employees’ perceptions of general organizational justice, and their perceptions of ethics program follow-through, in relation to unethical behavior that harms the organization, and to employees’ willingness to help the organization by reporting ethical problems and issues to management. Results show that when employees perceive general organizational justice and ethics program follow-through, there is less unethical behavior and greater willingness to report problems. General justice and ethics program follow-through also interact with each other, showing that the impact of ethics initiatives is influenced by the organizational context.

Defining and Explaining the Character of Corporate Ethics Programs

1996 ◽  
Vol 7 ◽  
pp. 327-338 ◽  
Author(s):  
Gary R. Weaver ◽  
Linda Klebe Trevirio ◽  
Philip L. Cochran ◽  
Keyword(s):  
Corporate Ethics ◽  
Ethics Programs ◽  
Corporate Ethics Programs

Compliance and Values Oriented Ethics Programs: Influenceson Employees’ Attitudes and Behavior

1999 ◽  
Vol 9 (2) ◽  
pp. 315-335 ◽  
Author(s):  
Gary R. Weaver ◽  
Linda Klebe Treviño
Keyword(s):  
Financial Services ◽  
Corporate Ethics ◽  
Unique Contribution ◽  
Ethics Programs ◽  
Corporate Ethics Programs ◽  
Ethics Program ◽  
And Behavior ◽  
Willingness To Report ◽  
Attitudes And Behavior ◽  
Values Orientation

Abstract:Previous research has identified multiple approaches to the design and implementation of corporate ethics programs (Paine, 1994; Weaver, Treviño, and Cochran, in press b; Treviño, Weaver, Gibson, and Toffler, in press). This field survey in a large financial services company investigated the relationships of the values and compliance orientations in an ethics program to a diverse set of outcomes. Employees’ perceptions that the company ethics program is oriented toward affirming ethical values were associated with seven outcomes. Perceptions of a compliance orientation were associated with four of these outcomes. The interaction of values and compliance orientations was associated with employees’ willingness to report misconduct. In general, a values orientation makes a greater unique contribution to the measured outcomes when compared to a compliance orientation.

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