An Ethical Analysis of the Second Amendment: The Right to Pack Heat at Work

We examine the issues concerning the legality and ethicality of the Second Amendment right to bear arms balanced by the employer's duty to provide a safe workplace for its employees. Two court rulings highlight this balancing act: McDonald et al. v. City of Chicago et al. and District of Columbia v. Heller. “Stand Your Ground” and “Castle Doctrine” laws in the recent Trayvon Martin shooting on February 26, 2012 are also applicable. Various ethical frameworks examine the firearms debate by viewing the Second Amendment from three perspectives. These include a pro‐gun perspective drawing upon libertarianism and fundamental rights; a moderate gun perspective drawing upon consequentialism and stakeholder theory; and finally, an anti‐gun perspective drawing upon a Public Health Ethics and peace ethics approach. We explore the issue of gun control from a business perspective as employers face ethical decisions in responding to legislation that allows guns in the workplace and/or in employer parking lots while still being responsible to provide a safe workplace for their employees. We make recommendations regarding how companies should manage by proactively avoiding legal challenges to employees' rights to own and carry guns into the workplace. This includes emphasis on enhanced security, Human Resource policies and monitoring rapidly changing laws.     

Ethical leadership supports safety voice by increasing risk perception and reducing ethical ambiguity: Evidence from the COVID-19 pandemic

Misconduct by business and political leaders during the pandemic is feared to have impacted people's adherence to protective measures that would help to safeguard against the spread of COVID-19. Addressing this concern, this article theorizes and tests a model linking ethical leadership with workplace risk communication—a practice referred to as ‘safety voice’ in the research literature. Our study, conducted with 511 employees from UK companies, revealed that ethical leadership is positively associated with greater intention to engage in safety voice regarding COVID-19. We also find that this association is mediated by relations with the perceived health risk of COVID-19 and ambiguity about ethical decision making in the workplace. These findings therefore underscore the importance of good ethical conduct by leaders for ensuring that health and safety risks are well understood and communicated effectively by organizational members particularly during crises. We discuss the theoretical and practical implications of our study and highlight further opportunities for future research to address the ethical dimensions of leadership, risk management, and organizational risk communication.     

Shaping emotional reactions to ethical behaviors: Proactive personality as a substitute for ethical leadership

Due to ethical lapses of leaders, interest in ethical leadership has grown, raising important questions about the responsibility of leaders in ensuring moral and ethical conduct. However, research on ethical leadership has failed to examine the active role that followers' attributes play in enhancing or minimizing the influence of ethical leadership in organizational outcomes. We applied the substitutes for leadership approach (Kerr & Jermier, 1978) to ethical leadership and predicted that proactive personality acts as substitute in the relationship between ethical leadership, workplace emotions and organizational citizenship behaviors (OCBs). Data from two distinct samples offered strong support for the hypotheses. Specifically, we found that ethical leadership was significantly and negatively related to negative workplace emotions when subordinate proactive personality was low, but not when it was high, with consequences for OCBs. These findings suggest that proactive personality constitutes an important moderator on the impact of low ethical leadership on workplace emotions, with consequences for OCBs.     

Further Beyond the Basic Background Check: Predicting Future Unethical Behavior

In this paper, we analyze the ethical issues of using honesty and integrity tests in employment screening. Our focus will be on the United States context: legal requirements related to applicant privacy differ in other countries, but we posit that our proposed balancing test is broadly applicable. We start by discussing why companies have ethical and legal obligations, based on a stakeholder analysis, to assess the integrity of potential employees. We then move to a consideration of how companies currently use background checks as a pre‐employment screening tool, noting their limitations. We then take up honesty and integrity testing, focusing particularly on the problems of false positives and due process. We offer a balancing test for the use of honesty and integrity testing that takes in three factors: (1) the potential harm posed by a dishonest employee in a particular job, (2) the linkage between the test and the assessment process, and (3) the accuracy and validity of the honesty and integrity test. We conclude with implications for practice and future research.     

Perceived violence climate: A new construct and its relationship to workplace physical violence and verbal aggression, and their potential consequences

Workplace accidents and violence are both potential sources of employee injuries that have been dealt with in entirely separate literatures. In this study we adapted the concept of safety climate from the accident/injury literature to violence in developing the concept of perceived violence climate. A scale was developed to assess perceived violence climate, including items about management attention, concern, and policies designed to keep employees safe from violence. Data were collected from a sample of 198 nurses from a US Hospital. Perceived violence climate was found to correlate significantly with both physical violence and verbal aggression experienced by the nurses, injury from violence, and perceptions of workplace danger. Furthermore, regression analyses showed that climate explained additional variance in psychological strain and perceptions of danger over experienced violence. These results have implications for interventions aimed at producing a good perceived violence climate in order to reduce the incidence of violence and aggression within an organization.     

Perceived violence climate: A new construct and its relationship to workplace physical violence and verbal aggression,and their potential consequences

Abstract

Workplace accidents and violence are both potential sources of employee injuries that have been dealt with in entirely separate literatures. In this study we adapted the concept of safety climate from the accident/injury literature to violence in developing the concept of perceived violence climate. A scale was developed to assess perceived violence climate, including items about management attention, concern, and policies designed to keep employees safe from violence. Data were collected from a sample of 198 nurses from a US Hospital. Perceived violence climate was found to correlate significantly with both physical violence and verbal aggression experienced by the nurses, injury from violence, and perceptions of workplace danger. Furthermore, regression analyses showed that climate explained additional variance in psychological strain and perceptions of danger over experienced violence. These results have implications for interventions aimed at producing a good perceived violence climate in order to reduce the incidence of violence and aggression within an organization.     

Sustaining the Financial Value of Global CSR: Reconciling Corporate and Stakeholder Interests in a Less Regulated Environment

In this article we examine the association between corporate social responsibility (CSR) and firm value. This line of research is important since firms continue to invest in CSR even though past studies reveal a limited linkage between financial value and CSR. However, the business case for CSR or “doing good while making a profit,” appears to be advancing within the business ethics literature as a preferred conception of CSR. We conjecture that the greater unification and refinement of both profit maximization and stakeholder interests through corporate acts, not statements alone, will sustain the financial value of CSR in a less regulated global business environment. We study the triangle of what companies say, what companies do, and firm financial performance. We analyze Fortune 250 firms and find a positive association between what companies do based on KLD Research and Analytics, Inc. (KLD) ratings, and what companies state about ethics in their CSR statements. We then employ regression analysis and find that companies’ socially responsible acts are positively associated with overall firm value and financial performance. Yet we do not find a statistically significant association between what companies say regarding ethics in their CSR statements and their financial outcomes. These results suggest that firm value and financial performance is associated with what companies do and not what they say. Our results seem to be driven by multinational corporations (MNCs) and not by non‐MNCs. This is possibly because MNCs generally operate in a less regulated global business environment that often necessitates strong ethical corporate leadership to further stakeholder interests. Overall, these results help reconcile corporate and stakeholder objectives since evidence of a link between financial performance and doing good sustains global CSR.     

Business ethics,company value and ownership structure

This paper examines the effect of ethical performance on the value of a company and the attractiveness of its stocks for major owners; institutional investors and insiders. Using the Ethisphere^® Institute Ethics Quotient to distinguish between ethical and unethical companies, results show that good ethical performance enhanced company value for a sample of 240 large US companies. Furthermore, strong evidence is found that institutional investors are attracted to ethical companies, but that insiders do not show any investment preferences based on the ethical performance of a company.

     

International Business,Human Rights,and Moral Complicity: A Call for a Declaration on the Universal Rights and Duties of Business

The purpose of this article is to call for the formulation and adoption of a declaration on the universal rights and duties of business. We do not attempt to define the specific contents of such a declaration, but rather attempt to explain why such a declaration is needed and what would be some of its general characteristics. The catalyst for this call was the recognition that even under optimal conditions, good companies sometimes are susceptible to moral lapses, and when companies undertake ventures in authoritarian countries with poor human rights records, even those with the best intentions may find themselves drawn into complicity in human rights abuses. There, market exigencies may persuade them to leave their codes of ethics and commitments to human rights at home. Pragmatism, it would seem, requires thatthey accept the ethical inconsistencies that follow from a “When in Rome, do as they Romans do” outlook. When facing the moral dilemma about whether or not to invest in human rights abusing countries, companies are offered two alternatives: they can operate in those countries and accept potential complicity or they can stay away. We suggest, however, that a preferable option is to address the underlying problem, and to this end we advocate the promulgation of a declaration for business that is comparable to the Universal Declaration of Human Rights. Our proposed name for this is the “Declaration on the Universal Rights and Duties of Business.” To be effective, such a declaration would require enforcement mechanisms. To illustrate this issue, we focus on China, not because China is unique in its human rights abuses, but because China occupies such a central place in the globalization efforts of the major companies from around the world. A robust international declaration is needed to provide a common framework for the practice of consistent and fair business competition everywhere.     

Corporate Ethics Codes: A New Generations' Tool for Strategic Global Management and Decision-Making

The premise of this article is that it is important to train domestic and international executives in management ethics using corporate ethics codes. Incorporating ethics codes into the professional development of executives in business and industry contributes to the institutionalization of codes in the global workplace. Ethics institutionalization imbues corporate structures with understanding, both internally and externally, of the concepts of ethics. At an east coast University School of Management a Comparative Code Method (CCM) was developed and tested. Among the major findings, was that the use of corporate codes quickly transitions employees from an individual ethical perspective to a corporate ethical perspective. This revised version was published online in August 2006 with corrections to the Cover Date.     

Can ethical leadership inhibit workplace bullying across East and West: Exploring cross-cultural interactional justice as a mediating mechanism

While workplace bullying is recognised as a serious issue for management concern around the world, the literature on approaches to prevent and manage it in international settings is sparse. This paper advances knowledge on managing workplace bullying by reporting an investigation of how and why ethical leadership may be an effective management style to address this issue across cultures. It draws on Social Learning and Social Exchange Theories to conceptualise interactional justice as a possible mediating mechanism by which workplace bullying can be reduced in the presence of ethical leadership.The researcher surveyed 636 employees working in an equivalent job context in Australia (N = 306) and Pakistan (N = 330) to determine the cross-cultural effectiveness of ethical leadership-based framing. Through the examination of direct and indirect effects (via interactional justice) of ethical leadership on workplace bullying, the findings indicated that employee exposure to such behaviour is significantly reduced because ethical leaders foster justice at work. This study has implications for improving international management practice in regard to workplace bullying.     

Is philanthropy being used by corporate wrongdoers to buy good will?

While an increasing number of philosophers and community activists argue in favor of corporate philanthropy, the practice is not without its critics. A number of firms that have restated suspect earnings also appear on lists of top corporate givers or are ranked among most ethical firms, prompting the suspicion that companies are using philanthropy as a kind of moral window-dressing. This paper explores whether restating firms are (1) using philanthropy to divert public attention away from suspect financial results; or (2) making donations to buy good will or a better reputation after they have been required to restate suspect earnings. Our results paint a mixed picture of the morality of corporate philanthropy. Firms forced to restate suspect earnings do seem to be using philanthropy either to divert attention away from their lackluster earnings or to elicit good will from the large community after such restatements. However, the reverse is not true. Just because a firm is a top giver, it does not follow that it is more likely to be a restater of earnings. Nor did we find evidence that firms ranked as very ethical are more likely to be restaters than non-restaters. Firms engage in philanthropy for a variety of reasons. We should not uncritically praise them for their giving, but neither should we regard with a cynical eye all corporate reputations for goodness or all corporation donations.     

《萨班斯法案》对美国公司董事会影响的分析

2002年度美国出台的《萨班斯法案》全方位地对安然等事件暴露出来的问题作出相应的调整性规定,必将对公司治理产生深切的影响。《萨班斯法案》对审计委员会提出了修正性和提高性要求,本文选择外部董事、女性董事、财务专家、CEO兼任董事会主席、CEO在提名委员会任职等指标进行分析。实证分析结果说明:《萨班斯法案》有效消除了董事会和管理层任人唯亲的现象,董事会的独立性和专业性均有所提高。其实,《萨班斯法案》颁布之前就有加强公司治理的要求,公司治理就有改进的趋势,但《萨班斯法案》关于审计委员会方面的明文规定加速了公司董事会的变化,使得公司治理改革超越了法律的既定要求。     

Interference Phenomena in Temporal Evolution of Accident Probability in Workplaces

The aim of this article is to investigate some implications of complexity in workplace risk assessment. Workplace is examined as a complex system, and some of its attributes and aspects of its behavior are investigated. Failure probability of various workplace elements is examined as a time variable and interference phenomena of these probabilities are presented. Potential inefficiencies of common perceptions in applying probabilistic risk assessment models are also discussed. This investigation is conducted through mathematical modeling and qualitative examples of workplace situations. A mathematical model for simulation of the evolution of workplace accident probability in time is developed. Its findings are then attempted to be translated in real-world terms and discussed through simple examples of workplace situations. The mathematical model indicates that workplace is more likely to exhibit an unpredictable behavior. Such a behavior raises issues about usual key assumptions for the workplace, such as aggregation. Chaotic phenomena (nonlinear feedback mechanisms) are also investigated for in simple workplace systems cases. The main conclusions are (1) that time is an important variable for risk assessment, since behavior patterns are complex and unpredictable in the long term and (2) that workplace risk identification should take place in a holistic view (not by work post).     

Ethics, Decision Analysis, and Public Risk

In any analysis of a decision problem involving public risks, ethical implications are introduced. In some cases, these ethical implications may be introduced simply because an analysis is being done. Additional ethical implications may be inherently part of the methodology being utilized or introduced into the specific analysis of the decision problem. In this paper, we investigate where and how ethical implications enter when using the methodology of decision analysis to examine problems involving public risks. We conclude that the methodology of decision analysis is sufficiently robust to allow for numerous different ethical viewpoints to be accounted for in any specific analysis. Stated alternatively, decision analyses of public risks can be conducted in a manner consistent with utilitarianism, deontological theories, libertarianism, egalitarianism, and so forth. However, any specific analysis has embedded within it numerous ethical implications. This suggests that the careful ethical scrutiny of analyses involving the methodology of decision analysis should be placed on the specific application and not on the methodology per se or on the fact that an analysis is undertaken.     

Democratization Under the Threat of Revolution: Evidence From the Great Reform Act of 1832

We examine the link between the threat of violence and democratization in the context of the Great Reform Act passed by the British Parliament in 1832. We geo‐reference the so‐called Swing riots, which occurred between the 1830 and 1831 parliamentary elections, and compute the number of these riots that happened within a 10 km radius of the 244 English constituencies. Our empirical analysis relates this constituency‐specific measure of the threat perceptions held by the 344,000 voters in the Unreformed Parliament to the share of seats won in each constituency by pro‐reform politicians in 1831. We find that the Swing riots induced voters to vote for pro‐reform politicians after experiencing first‐hand the violence of the riots.     

Assessing ethical efficacy,workplace incivility,and turnover intention: a moderated-mediation model

Drawing upon the social cognitive theory and social identity theory, this study hypothesizes that ethical efficacy and perceived workplace incivility affect turnover intention via the full mediation of emotional exhaustion. At the same time, organizational identification is a moderator in the development of turnover intention. A field survey on 512 employees from high-tech and banking industries was conducted for empirical testing. Test results using structural equation modeling and hierarchical regression analyses reveal that emotional exhaustion fully mediates the relationship between workplace incivility and turnover intention, as well as between ethical efficacy and turnover intention. Organizational identification positively moderates the effect of workplace incivility on emotional exhaustion. Theoretical and practical implications are discussed based on the empirical findings.