MOS 2181 Quiz 8 Flashcards
The prominence of an organization’s brand in the mind of the public and the perceived quality of its goods and services
Reputation
The willingness to be vulnerable to an authority b/c o 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 behaviours of an authority are in accordance with generally accepted moral norms
Ethics
Trust rooted in one’s own personality, as opposed to a careful assessment of the trustee’s thrustworthiness
Disposition-based trust
Trust rooted in a rational assessment of the authority’s trustworthiness
Cognition-based trust
Trust dependent on the feelings toward the authority that go beyond any rational assessment of trustworthiness
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 perceptions of ability, benevolence and integrity
Trustworthiness
The skills, competencies, and areas of expertise that enable an authority to be successful in some specific area
Ability (dimension of trustworthiness)
The belief that an authority wants to do good for a trustor, apart from any selfish or profit-centred motives
Benevolence (dimension of trustworthiness)
The perception that an authority adheres to a set of values and principles that the trustor finds acceptable
Integrity (dimension of trustworthiness)
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 behaviours, excluding physical contact, by a supervisor
Abusive Supervision
The perceived fairness of the communications provided to employees from authorities
Informational Justice
Employees’ exposing illegal or immoral actions by their employer
Whistle-Blowing
A model that argues that ethical behaviours result form the multistage sequence of moral awareness, moral judgement, moral intent, and ethnical behaviour
Four-Component Model
Recognition by an authority 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
The process people use to determine whether a particular course of action is ethnical or unethical
Moral Judgement
People’s movement 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 actions
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 fulfill job duties in exchange for financial compensation
Economic Exchange
Work relationships characterized by mutual investment, with employees willing to engage in extra mile sorts of behaviours 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, ethnical, and citizenship expectations of society
Corporate Social Responsibility
