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"Arbeitsethik"
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Employee morale : driving performance in challenging times
\"Performance is the key outcome of high morale, and the reason why it should be taken so seriously: with research gathered from some of the world's largest employee opinion databases and best academic centres, the authors lay out the morale-performance connection. Now raised from just 'touchy-feely' to 'mission critical', employee morale is finally getting the attention which it deserves. As it does, organizations are changing everything from their structure to their processes to take account of this fact, and starting to manage themselves around the need to measure and improve morale on an ongoing basis. Starting with the hiring process, to every single promotion, and via ongoing methods which the authors examine in detail, morale is increasingly the focus, high morale the goal. Check out Cary Cooper's Blog: http://carycooperblog.com/\"--Provided by publisher.
Book
EVER FAILED, TRY AGAIN, SUCCEED BETTER
We show that grit, a skill that has been shown to be highly predictive of achievement, is malleable in childhood and can be fostered in the classroom environment. We evaluate a randomized educational intervention implemented in two independent elementary school samples. Outcomes are measured via a novel incentivized real-effort task and performance in standardized tests. We find that treated students are more likely to exert effort to accumulate task-specific ability and hence more likely to succeed. In a follow up 2.5 years after the intervention, we estimate an effect of about 0.2 standard deviations on a standardized math test.
Journal Article
The Ethical Implications of Artificial Intelligence (AI) For Meaningful Work
The increasing workplace use of artificially intelligent (AI) technologies has implications for the experience of meaningful human work. Meaningful work refers to the perception that one’s work has worth, significance, or a higher purpose. The development and organisational deployment of AI is accelerating, but the ways in which this will support or diminish opportunities for meaningful work and the ethical implications of these changes remain under-explored. This conceptual paper is positioned at the intersection of the meaningful work and ethical AI literatures and offers a detailed assessment of the ways in which the deployment of AI can enhance or diminish employees’ experiences of meaningful work. We first outline the nature of meaningful work and draw on philosophical and business ethics accounts to establish its ethical importance. We then explore the impacts of three paths of AI deployment (replacing some tasks, ‘tending the machine’, and amplifying human skills) across five dimensions constituting a holistic account of meaningful work, and finally assess the ethical implications. In doing so we help to contextualise the meaningful work literature for the era of AI, extend the ethical AI literature into the workplace, and conclude with a range of practical implications and future research directions.
Journal Article
THE MORALE EFFECTS OF PAY INEQUALITY
Relative-pay concerns have potentially broad labor market implications. In a month-long experiment with Indian manufacturing workers, we randomize whether coworkers within production units receive the same flat daily wage or differential wages according to their (baseline) productivity ranks. When coworkers’ productivity is difficult to observe, pay inequality reduces output by 0.45 standard deviations and attendance by 18 percentage points. It also lowers coworkers’ ability to cooperate in their own self-interest. However, when workers can clearly perceive that their higher-paid peers are more productive than themselves, pay disparity has no discernible effect on output, attendance, or group cohesion. These findings help inform our understanding of when pay compression is more likely to arise in the labor market.
Journal Article
Why Moral Followers Quit: Examining the Role of Leader Bottom-Line Mentality and Unethical Pro-Leader Behavior
Many business leaders vigorously and single-mindedly pursue bottom-line outcomes with the hope of producing superior results for themselves and their companies. Our study investigated two drawbacks of such leader bottom-line mentality (BLM, i.e., an exclusive focus on bottom-line outcomes at the expense of other priorities). First, based on leaders' power over followers, we hypothesized that leader BLM promotes unethical pro-leader behaviors (UPLB, i.e., behaviors that are intended to benefit the leader, but violate ethical norms) among followers. Second, based on cognitive dissonance theory, we hypothesized that UPLB, and leader BLM via UPLB, increase turnover intention among employees with a strong moral identity. Data collected from 153 employees of various organizations supported our hypotheses. In particular, leader BLM was positively related to followers' UPLB. Further, for employees with a stronger (rather than weaker) moral identity: (1) UPLB was positively related to turnover intention; and (2) leader BLM was related to turnover intention via UPLB.
Journal Article
A Normative Meaning of Meaningful Work
Research on meaningful work has not embraced a shared definition of what it is, in part because many researchers and laypersons agree that it means different things to different people. However, subjective and social accounts of meaningful work have limited practical value to help people pursue it and to help scholars study it. The account of meaningful work advanced in this paper is inherently normative. It recognizes the relevance of subjective experience and social agreement to appraisals of meaningfulness but considers them conceptually incomplete and practically limited. According to this normative account, meaningful work should be meaningful to oneself and to others and is also meaningful independent of them. It sets forth grounds for evaluating some work to be more meaningful than other work, asserting the possibility that one could be mistaken about the meaningfulness of one's work. While it thus proscribes some claims to meaningful work, it also opens up potential new avenues of inquiry into, among other things, self-aggrandizing and harmful work that is experienced as meaningful, morally valuable work that is not experienced as meaningful, and the distinction between experienced and normative meaningfulness.
Journal Article
Generational differences in the workplace: A review of the evidence and directions for future research
Generational differences in the workplace have been a popular topic over the past two decades, generating a volume of articles, book chapters and books. We critically review the research evidence concerning generational differences in a variety of work-related variables, including personality, work values, work attitudes, leadership, teamwork, work–life balance and career patterns, assess its strengths and limitations, and provide directions for future research and theory. Our review indicates that the growing body of research, particularly in the past 5 years, remains largely descriptive, rather than exploring the theoretical underpinnings of the generation construct. Evidence to date is fractured, contradictory and fraught with methodological inconsistencies that make generalizations difficult. The results of time-lag, cross-temporal meta-analytic and cross-sectional studies provide sufficient “proof of concept” for generation as a workplace variable, but further theoretical and qualitative work is needed to flesh out mediators and moderators in the relationship between generation and work-related variables. We conclude by arguing for a more nuanced and theoretical research agenda that views generation as a social force in organizations rather than as merely a demographic variable. We also call for qualitative research, greater consideration of context and more methodological rigor.
Journal Article
How Nascent Occupations Construct a Mandate: The Case of Service Designers' Ethos
In this paper, we study the way that nascent occupations constructing an occupational mandate invoke not only skills and expertise or a new technology to distinguish themselves from other occupations, but also their values. We studied service design, an emerging occupation whose practitioners aim to understand customers and help organizations develop new or improved services and customer experiences, translate those into feasible solutions, and implement them. Practitioners enacted their values in their daily work activities through a set of material practices, such as shadowing customers or front-line staff, conducting interviews in the service context, or creating “journey maps” of a service user's experience. The role of values in the construction of an occupational mandate is particularly salient for occupations such as service design, which cannot solely rely on skills and technical expertise as sources of differentiation. We show how service designers differentiated themselves from other competing occupations by highlighting how their values make their work practices unique. Both values and work practices, what service designers call their ethos, were essential to enable service designers to define the proper conduct and modes of thinking characteristic of their occupational mandate.
Journal Article
When and for Whom Ethical Leadership is More Effective in Eliciting Work Meaningfulness and Positive Attitudes: The Moderating Roles of Core Self-Evaluation and Perceived Organizational Support
Despite urgent calls for more research on the integration of business ethics and the meaning of work, to date, there have been few corresponding efforts, and we know surprisingly little about this relationship. In this study, we address this issue by examining when and for whom ethical leadership is more (or less) effective in promoting a sense of work meaningfulness among employees, and their subsequent work attitudes. Drawing on the contingency theories of leadership and work meaningfulness literature, we speculate that both employees' core self-evaluation (CSE; as a dispositional characteristic) and perceived organizational support (POS; as a situational characteristic) moderate the relationship, but in different ways, and these associations carry over to employees' subsequent work attitudes in terms of job satisfaction, organizational commitment and turnover intention. We test our hypotheses with two-wave survey data collected from 377 employees. Results indicate that ethical leadership is effective in eliciting work meaningfulness and attitudes for employees higher in CSE or when POS is lower, and ineffective for those lower in CSE or when TOS is higher. A supplementary analysis reveals a three-way interaction between ethical leadership, CSE and POS in predicting a sense of work meaningfulness and subsequent work attitudes. Our research cautions that ethical leadership is not a universally positive practice; it can be ineffective or even have a negative impact under some circumstances.
Journal Article
Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence
Despite the general expectation that ethical leadership fosters employees' ethical behaviors, surprisingly little empirical effort has been made to verify this expected effect of ethical leadership. To address this research gap, we examine the role of ethical leadership in relation to a direct ethical outcome of employees: moral voice. Focusing on how and when ethical leadership motivates employees to speak up about ethical issues, we propose that moral efficacy serves as a psychological mechanism underlying the relationship, and that leaderfollower value congruence serves as a boundary condition for the effect of ethical leadership on moral efficacy. We tested the proposed relationships with matched reports from 154 Korean white-collar employees and their immediate supervisors, collected at two different points in time. The results revealed that ethical leadership was positively related to moral voice, and moral efficacy mediated the relationship. Importantly, as the relationship between ethical leadership and moral efficacy depended on leaderfollower value congruence, the mediated relationship was effective only under high leader-follower value congruence. Theoretical and practical implications are discussed.
Journal Article