HRM 360 Ch 7: Trust, Justice, and Ethics

Reputation

The prominence of an organization’s brand in the minds of the public and the perceived quality of its goods and services

Trust

The willingness to be vulnerable to a trustee based on positive expectation about the trustee’s actions and intentions

Justice

The perceived fairness of an authority’s decision making

Ethics

The degree to which behaviors of an authority are in accordance with generally accepted moral norms

Dispositioned-based Trust

Trust that is rooted in one’s own personality, as opposed to a careful assessment of the trustee’s trustworthiness
(generally assuming others are trustworthy unless given a reason not to)

Trust Propensity

A general expectation that the words, promises, and statements of individuals and groups can be relied on

Cognition-based Trust

Trust that is rooted in a rational assessment of the authority’s trustworthiness

Trustworthiness

characteristics or attributes of a person that inspire trust, including competence, character, and benevolence

Ability

Relatively stable capabilities of people for performing a particular range of related activities

Benevolence

The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives.

Integrity

The perception that an authority adheres to a set of acceptable values and principles

Affect-based Trust

Trust that depends on feelings toward the authority that go beyond rational assessment
(built on emotional bonds)

Distributive Justice

The perceived fairness of decision-making outcomes

Procedural Justice

The perceived fairness of decision-making processes

Interpersonal Justice

The perceived fairness of the treatment received by employees from authorities

Informational Justice

The perceived fairness of the communication provided to employees from authorities

Abusive supervision

The sustained display of hostile verbal and nonverbal behaviors on the part of supervisors, excluding physical contact

Whistle blowing

When employees expose illegal actions by their employer

Four-Component Model

A model that argues that ethical behavior results from the multistage sequence of moral awareness, moral judgement, moral intent, and ethical behavior

Moral Awareness

When an authority recognizes that a moral issue exists in a situation

Moral Intensity

The degree to which an issue has ethical urgency

Moral Attentiveness

The degree to which people chronically perceive and consider issues of morality during their experiences

Moral Judgement

When an authority can accurately identify the “right” course of action

Cognitive moral development

As people age and mature, they move through several states of moral development, each more mature and sophisticated than the prior one

Moral Intent

An authority’s degree of commitment to the moral course of action

Moral Identity

The degree to which a person self-identifies as a moral person

Moral Principles

Prescriptive guides for making moral judgments

Ability to focus

The degree to which employees can devote their attention to work

Psychological safety

Feeling secure enough to take interpersonal risks at work

Social Exchange Relationships

Work relationships that are characterized by mutual investment and significance, with employees willing to engage in beneficial behaviors that lay outside their job description

Corporate Social Responsibility

A perspective that argues that the responsibilities of a business include the economic, legal, ethical, and citizenship expectations of society.