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| Willingness to be vulnerable to an authority based on positive expectations about the authority's actions and intentions. The willingness to "put yourself out there". Risk is the actual act of making oneself vulnerable. |
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| perceived fairness of an authority's decision making |
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| degree to which the behaviors of an authority are in accordance with generally accepted moral norms |
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personality traits include a general propensity to trust others
Trust propensity- a general expectation that the words, promises, and statements of individuals and groups can be relied upon. comes from both nature and nurture -rooted in individual's trust propensity |
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rooted in a rational assessment of the authority's trustworthiness *driven by the authorities track record gauged on competence, character, ad benevolence |
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depends on feelings toward the authority that go beyond any rational assessment--- trust because we like them, more emotional than rational in new relationships gets based on our own trust propensity- then gets supplemented with knowledge about competence, character, and benevolence- cognition-based trust develops -fondness |
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| Employees can judge the fairness of an authority's decision making along four dimensions: |
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| distributive, procedural, interpersonal and informational justice |
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| defined as the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives ie a mentor |
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reflects the perceived fairness of decision-making outcomes -gauge whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments are allocated using proper norms such as equity norms |
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the perceived fairness of decision-making processes- fostered when authorities adhere to rules of fair process. *voice *correctability- employees can request an appeal when a procedure seems to have worked ineffectively. -sense of ownership |
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| Procedural Justice is fostered by four rules that serve to create equal employment opportunity... |
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| voice, correctability,consistency, bias suppression, representativeness, and accuracy rules |
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| Procedural justice has little impact on reactions when distributive justice is high |
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| Procedural justice tends to be a stronger driver of reactions to authorities than distributive justice. Why? |
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procedural justice was a stronger predictor of satisfaction with supervision, overall job satisfaction, and organizational commitment than distributive justice. *because employees understand outcomes come and go- procedures are more long--lasting |
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| the perceived fairness of the treatment received by employees from authorities |
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| 2 interpersonal justice rules |
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Respect rule Propriety rule |
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| authorities treat employees in a dignified and sincere manner |
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| authorities refrain from making improper or offensive remarks |
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| In a survey, positive interactions were more common than negative interactions, but effects of negative interactions on mood were 5 times stronger |
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| Violations of interpersonal justice rules reduce employees' job satisfaction, life satisfaction, and organizational commitment, while increasing depression, anxiety, and burnout |
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| perceived fairness of the communications provided to employees from authorities |
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| 2 Informational justice rules |
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Justification rule- mandates that authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner Truthfulness rule- requires that those communications be honest and candid |
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| Correlation between all 4 justice forms and employee trust levels |
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| research seeks to explain when people behave in a manner consistent with generally accepted norms of morality, and why some violate those norms. |
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| exceed minimum standards of morality; occurs when employees expose illegal actions by their employer. |
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| Four component model of ethical decision making |
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| moral awareness, moral judgment, moral intent, and ethical behavior |
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| occurs when an authority recognizes that a moral issue exists in a situation |
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| ability to recognize that a particular decision has ethical content- giving ppl a business case to read with subtle ethical issues and see who recognizes them |
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| degree to which the issue has ethical urgency. driven by 6 factors: magnitude of consequences, social consensus, probability of effect, temporal immediacy, proximity, concentration of effect |
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when the authority accurately identifies the morally "right" course of action -affected by Kohlberg's theory of cognitive moral development |
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| States of Cognitive Moral Development |
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Preconventional:1 Avoid Punishment; 2. Maintain exchange relationships Conventional: 3. Earn the approval of others; 4. Follow rules and laws; Principled: 5. Protect Individuals' Rights; 6. Follow Universal Principles (fewer than 20% of adults reach principled) |
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| principles individuals use during ethical decision making |
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| ideology that rejects the notion of universal moral rules |
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| ideology where ethical actions are defined as those that achieve the most valuable ends |
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| embraces the notion of universal moral rules (Stage 6) |
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| ethical actions are defined using a set of guiding principles |
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reflects an authority's degree of commitment to the moral course of action. Assuming an authority recognizes that a moral issue exists in a situation and possesses the cognitive moral development to choose the right course of action. They WANT to act ethically. |
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the degree to which a person sees him- or herself as a moral person -driven by situational factors- on-the-job pressures |
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| Trust and Job Performance |
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| moderate positive effect- employees willing to be vulnerable to authorities have higher job performance- engage in citizenship behavior and less counterproductive behavior |
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| reflects the degree to which employees can devote their attention to work |
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| Trust and Organizational Commitment |
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| strong positive; increases the likelihood that an emotional bond will develop--- high levels of affective and normative commitment |
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| a general expectation that the words, promises, and statements of individuals and groups can be relied upon |
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the characteristics or attributes of a trustee that inspire trust -Ability, Integrity, Benevolence |
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| the skills, competencies, and areas of expertise that enable an authority to be successful in some specific area |
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| the perception that the authority adheres to a set of values and principles that the trustor finds acceptable (good character) |
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| Kohlberg's theory of cognitive moral development |
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| as people age and mature they move through several stages of moral development- each more mature and sophisticated than the prior one |
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