Chapter 7
Decision Making and Human Resource Issues
Ethical decision making
Ethical decision-making is the process of evaluating and choosing among alternatives in a manner
consistent with ethical principles. It involves identifying ethical issues, understanding the nature
of the dilemma, and weighing competing ethical principles. A good ethical decision requires a
trained sensitivity to ethical issues and a practiced method for exploring the ethical aspects of a
decision and weighing the considerations that should impact our choice of a course of action.
Kohlberg’s six stages of moral development
The role of emotion in moral decision making
The role of emotion in moral decision-making is a complex and widely debated topic in
philosophy, psychology, and neuroscience. Emotions play a significant role in shaping our moral
judgments and influencing the choices we make. Here are a few key points to consider:
1. Intuitive Moral Judgments: Emotions often contribute to our initial moral intuitions and
judgments. Research suggests that our gut reactions to moral dilemmas are heavily influenced
by emotions such as empathy, disgust, anger, and compassion. These emotional responses can
guide our moral decision-making process and serve as a basis for moral reasoning.
2. Moral Salience: Emotions can enhance the salience or importance of certain moral
considerations. For example, feelings of empathy towards a suffering individual can make
their needs and well-being more salient, leading us to prioritize their interests in our decision-
making. Similarly, emotions like anger or outrage can draw attention to acts of injustice,
motivating moral action.
3. Moral Motivation: Emotions can also provide the motivational drive to act on our moral
judgments. When we experience moral emotions like guilt, shame, or moral elevation (feeling
inspired by moral goodness), they can influence our behavior by either promoting prosocial
actions or deterring immoral behavior. These emotional experiences can reinforce our
commitment to moral values and guide our choices.
4. Moral Reasoning and Emotion Regulation: While emotions can inform our initial moral
judgments, it is important to engage in thoughtful moral reasoning to ensure that our emotions
do not lead to biased or irrational decision-making. Emotion regulation techniques, such as
cognitive reappraisal or perspective-taking, can help individuals reflect on and critically
evaluate their emotional responses, ensuring a more balanced and reasoned approach to moral
decision-making.
5. Cultural and Individual Differences: The influence of emotions on moral decision-making
can vary across cultures and individuals. Cultural norms, personal experiences, and individual
differences in empathy, moral values, and emotional sensitivity can all shape the extent to
which emotions play a role in moral judgments.
Rationalizing unethical behaviors
Rationalizing unethical behaviors refers to the cognitive process by which individuals justify or
find reasons to support their morally questionable actions. People may engage in this process to
reduce feelings of guilt, maintain a positive self-image, or alleviate cognitive dissonance that arises
from conflicting beliefs or values. Here are a few common mechanisms used in the process of
rationalizing unethical behaviors:
1. Moral Disengagement: This involves mentally disengaging from moral standards to justify
unethical actions. It may include mechanisms such as moral justification (e.g., framing the
behavior as serving a greater good), euphemistic labeling (using language to make the
behavior sound less harmful), or advantageous comparison (comparing one's behavior to
more extreme examples to make it seem acceptable).
2. Minimizing Harm: Individuals may downplay the negative consequences or harm caused
by their actions. They might convince themselves that the harm is negligible or outweighed
by other benefits, thus reducing their guilt or moral responsibility.
3. Attribution of Blame: This involves shifting the responsibility or blame onto others or
external circumstances. By attributing the cause of their unethical behavior to factors beyond
their control, individuals can absolve themselves of personal responsibility and reduce guilt.
4. Conformity to Social Norms: People may rationalize unethical behaviors by arguing that
they are acting in accordance with societal norms or that others around them engage in similar
behaviors. This conformity provides a sense of social validation and diminishes feelings of
deviance or wrongdoing.
5. Cognitive Biases: Various cognitive biases can influence the rationalization process. For
example, confirmation bias may lead individuals to seek out information that supports their
unethical behavior while ignoring contradictory evidence. Similarly, motivated reasoning
can distort the interpretation of information in a way that aligns with their desired outcome.
The role of power and influence in ethical decisions
Power and influence can significantly impact ethical decisions, both at an individual and
organizational level. Here are some key points regarding the role of power and influence in ethical
decision-making:
1. Moral Hazard: Power can create a moral hazard, where individuals in positions of authority
may feel a sense of entitlement or privilege that can lead to unethical behavior. When
individuals have power, they may be more prone to engage in actions that benefit themselves
or their group at the expense of others, disregarding moral considerations.
2. Ethical Leadership: Leaders have a crucial role in setting ethical standards and influencing
the ethical behavior of their followers. Ethical leaders who demonstrate integrity,
transparency, and fairness can positively shape the ethical climate of an organization and
encourage ethical decision-making among employees.
3. Social Norms and Group Dynamics: Power dynamics within groups and organizations can
influence ethical decisions. In hierarchical structures, individuals lower in the hierarchy may
be more likely to conform to the ethical standards set by those in positions of power, even if
those standards are questionable. Groupthink, where the desire for consensus and harmony
outweighs critical thinking, can also be influenced by power dynamics and lead to unethical
decisions.
4. Pressure and Coercion: Individuals in positions of power may exert pressure or use their
influence to coerce others into engaging in unethical behavior. This can create an environment
where individuals feel compelled to compromise their moral values to maintain their positions
or avoid negative consequences.
5. Moral Courage and Resistance: Power disparities can make it challenging for individuals
lower in the hierarchy to voice their ethical concerns or resist unethical directives. Speaking
up against powerful individuals or systems may involve significant personal and professional
risks. However, individuals who possess moral courage and are willing to take a stand for
ethical principles can help counteract unethical practices and promote positive change.
6. Organizational Culture: The culture of an organization, shaped by those in power, can
greatly impact ethical decision-making. When ethical behavior is consistently encouraged,
rewarded, and embedded in the organization's values, employees are more likely to prioritize
ethical considerations in their decision-making processes.
Ethical climate and organizational misbehavior
Sexual harassment and discrimination
Office bullying and employee monitoring
Office bullying is harmful behavior that can cause emotional and psychological
distress to the victim, while employee monitoring is a practice where employers
monitor their employees' activities to ensure productivity and prevent misconduct.
Office bullying can harm the victim's mental health and well-being, while employee
monitoring can harm the employees' privacy and autonomy. Office bullying is
generally considered unethical and can lead to legal consequences, while employee
monitoring is legal but can be criticized for being invasive and eroding trust between
employers and employees.