Chapter 7 Flashcards
the prominence of an organization’s brand in the minds of the public and the perceived quality of its goods and services
reputation
the willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions
trust
the perceived fairness of an authority’s decision making
justice
the degree to which the behaviors of an authority are in accordance with generally accepted moral norms
ethics
trust that is rooted in one’s own personality, as opposed to a careful assessment of the trustee’s trustworthiness
disposition-based trust
trust that is rooted in a rational assessment of the authority’s trustworthiness
cognition-based trust
trust that depends on feelings toward the authority that go beyond rational assessment
affect-based trust
a general expectation that the words, promises, and statements of individuals can be relied upon
trust propensity
characteristics or attributes of a person that inspire trust, including competence, character, and benevolence
trustworthiness
relatively stable capabilities of people for performing a particular range of related activities
ability
the belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives
benevolence
the perception that an authority adheres to a set of acceptable values and principles
integrity
the perceived fairness of decision-making outcomes
distributive justice
the perceived fairness of decision-making processes
procedural justice
the perceived fairness of the interpersonal treatment received by employees from authorities
interpersonal justice
the sustained display of hostile verbal and nonverbal behaviors on the part of supervisors excluding physical contact
abusive supervision
the perceived fairness of the communications provided to employees from authorities
informational justice
when employees expose illegal actions by their employer
whistle-blowing
a model argues that ethical behaviors result from the multistage sequence of moral awareness, moral judgement, moral intent, and ethical behavior
four-component model
when an authority recognizes that a moral issue exists in a situation
moral awareness
the degree to which an issue has ethical urgency
moral intensity
the degree to which people chronically perceive and consider issues of morality during their experiences
moral attentiveness
when an authority can accurately identify the “right” course of action
moral judgement
as people age and mature, they move through several states of moral development, each more mature and sophisticated than the prior one
cognitive moral development
prescriptive guides for making moral judgements
moral principles
an authority’s degree of commitment to the moral course of action
moral intent
the degree to which a person views himself or herself as a moral person
moral identity
the degree to which employees can devote their attention to work
ability to focus
work relationships that resemble a contractual agreement by which employees fulfull job duties in exchange for financial compensation
economic exchange
work relationships that are characterized by mutual investment, with employees willing to engage in “extra mile” sorts of behaviors because they trust that their efforts will eventually be rewarded
social exchange
a perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical, and citizenship expectations of society
corporate social responsibility
