Abstract
Using a sample of over 700 business people and students, this study tested the premise of promise-keeping as a core ethical value in the work place.
The exercise consisted of in-basket planning for layoffs within an organization. Only one of the five employees within the group had been given an express commitment/promise of continued employment for a two year period. The layoffs were being considered six months after the two year promise had been made. All five employees were performing their jobs adequately, and each had either personal or work attributes representing competing values that would have made it difficult to choose among them.
Clearly, promise-keeping does not matter most in the workplace: subjects overwhelmingly ignored their promises even when legally bound to keep them. Further, promise-keeping consistently was found to rank last in a hierarchy of workplace values. The legal system was suggested as a viable mechanism for encouraging promise-keeping in the workplace. Although the possibility of legal sanctions increased the frequency with which promises were kept, overall fewer than one-third (30%) of the subjects kept their word. Of those respondents who expressly were told that the promise was legally enforceable, the number who stated that they would keep their promise increased to 57%.
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Oakley, E.F., Lynch, P. Promise-keeping: A Low Priority in a Hierarchy of Workplace Values. Journal of Business Ethics 27, 377–392 (2000). https://doi.org/10.1023/A:1006269828051
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DOI: https://doi.org/10.1023/A:1006269828051