Abstract
A survey of middle level managers in India (n=150) showed that when respondents perceived that successful managers in their organization behaved unethically their levels of job satisfaction were reduced. Reduction in satisfaction with the facet of supervision was the most pronounced (than with pay or promotion or co-worker or work). Results are interpreted within the framework of cognitive dissonance theory. Implications for ethics training programs (behavioral and cognitive) as well as international management are discussed.
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Chockalingam Viswesvaran is assistant professor at Florida International University. His research interests include business ethics and personnel management. He has published in Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Relations Industrielles.
Satish P. Deshpande is associate professor at Western Michigan University. His research interests include business ethics, managerial decision making. He has published in Academy of Management Journal, Organizational Behavior and Human Decision Processes, Relations Industrielles, and Human Relations.
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Viswesvaran, C., Deshpande, S.P. Ethics, success, and job satisfaction: A test of dissonance theory in India. J Bus Ethics 15, 1065–1069 (1996). https://doi.org/10.1007/BF00412047
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DOI: https://doi.org/10.1007/BF00412047