Helping the Chronically Overworked Find Life Balance

Why Good People Do Bad Things At Work

Chapter 3: The Corporation, The Real American Idol Part 16 (conclusion)

In my last post, I wrote about a meta-study of over 49,000 people that identified three drivers of unethical behavior at work: people, circumstances, and the corporate culture.  The last post focused on unethical people.  This post examines the elements of circumstances and corporate culture that can lead to unethical decisions.

Circumstance-centric drivers of unethical behavior

When the researchers analyzed what about a given situation can lead to an ethical or unethical decision, it basically came down to one thing: how does the decision maker perceive the consequence to other people?  With a perception of more immediate, severe, or local consequences, an unethical decision is less likely. Conversely, people are more likely to make an unethical decision if the potential consequences are long term, less severe, or will impact people far away.

Cultural drivers of unethical behavior correlate with the values of the organization.

As I have tried to demonstrate throughout this chapter, corporate culture is largely defined by the values and behavior, and certain cultures are more likely to encourage corporate idolatry.  In a similar way, Treviño’s research has shown that it is possible to identify certain elements of corporate culture that encourage unethical behavior.  A company with an “everyone for himself” mentality is much more likely to see unethical behavior than a culture that emphasizes the “wellbeing of multiple stakeholders such as employees, customers and community.”[i]

In addition, the presence of a written code of conduct did not correlate with ethical decisions, but “a properly enforced code of conduct can be a powerful influence on unethical choices.”[ii]  In other words, this paper reinforces the notion that actions and behaviors are the only true test of a value system.  The authors warn that “performance management systems that reward individual bottom-line achievement (no matter how it is achieved) and that failure to discipline self-serving behavior” are likely to give rise to a climate that tolerates unethical decisions.[iii]

As I studied the transcripts from the 80 hours of interviews I conducted for this book, I found corporate idolatry is influenced by the same three things: people, circumstances, and corporate culture.  The details, however, are different.  For example, Trevino found that age does not correlate with ethical behavior, I think it does correlate with corporate idolatry.

So on to Part II of Busting Your Corporate Idol.  The corporate ladder revisited is three chapters that examine how people, circumstances, and corporate culture contribute to a life of corporate idolatry.

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[i] Bad Apples, Bad Cases, and Bad Barrels: Meta-Analytic Evidence About Sources of Unethical Decisions at Work.  Kish-Gephart JJ, Harrison DA, Treviño LK. . J Appl Psychol. 2010 Jan;95(1):21

[ii] Ibid

[iii] Ibid

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  2. […] example, some company cultures tend to drive people towards unethical decisions[i] (More here).  In an analogous way, some company cultures drive people more towards corporate idolatry. […]