Damianus Abun
Introduction
The performance of the
organization/business or school does not only depend on how much capital
(money) you invest in the school/company. It does not depend only on the
managerial skills of the administrators/managers but it also depends on many
aspects of organization life. Therefore, paying attention to the details of
organisational life is necessary, not only on physical matters or tangible things
but the things that we cannot see such as the values of leaders/managers or
administrators and employees. Values may be insignificant in the eyes, but if
they are not given serious attention, they can be a big hindrance to the
development of the organization.
People often focus on big things or big
issues such as efficiency, transparency, managerial skills, strategic planning, and leadership skills together with their technical skills in carrying out their
duties and responsibilities but one aspect that people often undermine is the
values, particularly the moral values of those who lead, those who are on the
top of the organization. The motivation of employees to work is not just caused
by money but it is also caused by other factors such as employee’s treatment and
organizational climate as a whole (McShane, 2000). Moral values that are being
practised by the organization are considered as one of the sources of
motivation.
One of the moral values that are often
undermined is integrity. Such value may be considered insignificant to some and
therefore it is often ignored, if not forgotten and taken for granted. However,
though it may be insignificant, but the effect of ignoring it can have a
tremendous impact on the organization. The administrators/managers often
commit mistakes by focusing on the big picture such as vision; mission, and objectives but small factors that contribute to the achievement are neglected. The
foundation of management should be solidly founded on integrity.
The value of integrity is often written in the
handbook of the organization/business or schools as their core values. The value of
integrity may seem to be small in our eyes but it has a tremendous power to
bring down or up the organization. We may mention several examples of successful
companies that have applied integrity as one of their values namely Accenture
and Barness & Noble Booksellers. These companies have been included in the Fortune
500 Company (http://fortune.com/video/2016/03/04/best-companies-to-work-for-hospitals/)
because of their success stories and their success stories can never be
achieved without practising the value of integrity. We also mention several
companies that went into trouble such as ENRON and WorldCom. Their bad stories
were caused by some wrong behavior which we may call “lack of integrity (Edmonds,
2001, Gison, 2008). Somehow based on the report, the managers and accountants committed
fraud in their financial reporting that misled the public and investors. Those are just examples of having no integrity
in managing a business. It has been always the reason that bankruptcies are
caused by criminal CEOs. The criminal CEOs are not following the rule of law
and ethical practices (Howe 2011).
Integrity Defined.
Originally the word “integrity” was used
only for material objects which means wholeness or intactness. It is a condition
in which an object is not damaged or corrupted. Such meaning later on is used
for human persons. Integrity is used as a virtue; it refers to a quality of a
person’s character. A person of integrity is then defined as a person who has
not been damaged inside–out by wrongdoing or immoral act. Thomas More (1633as
cited by Nillsen (2005) has used the word integrity which means wholeness which
means moral soundness. Moral soundness refers to strong moral principles specifically
uprightness, honesty and sincerity. To expand our concept of integrity, we are
going to see different concepts of integrity offered by different philosophers.
Condit & Caudill (1999) defines integrity
as consistency of actions, values, methods, measures, principles, expectations
and outcomes. Integrity in their case refers to consistency, in the sense that
there should be no alteration or flip-flopping. Such understanding then is
associated with honesty and truthfulness or accuracy of one’s actions. Thus, it
is now considered as a moral character. A person of integrity now means a
person who has not been broken by immorality. Stemming from such understanding,
integrity is connected to acting morally. In this case, there is a substantive aspect
of what it is to act with integrity (Stanford Encyclopedia of Philosophy,
2011). Substantive integrity is the wholeness
or intactness of a person. What you see from the outside is a reflection of
what is inside you. The inner moral values of the person and actions of the
person are jibed, in coherence. Inside and outside of the person is the same. His/her
action is a reflection of his/her inner values. Word and action are one, inside
and outside are one. Such a view indicates that a good action is originated from
a good intention, good heart, and good mind. One can read a person, and what kind
of person he/she is, from the action. Integrity then is necessarily seen in
action and it is through action we can evaluate if such a person is a person of
integrity or not.
In the development of the discussion of
integrity, Cox, Case, and Levine (2017) as cited from Frankfurt (1987) classified
integrity as the integration of self,
integrity as maintenance of identity, integrity as standing for something,
integrity as moral purpose and integrity as a virtue (Stanford
Encyclopedia, 2013, 2017). Integrity as self-integration means
keeping the self-intact and uncorrupted (wholeness/intactness). In this sense,
integrity is a condition of unbrokenness. According to them, a wholly integrated person
is a person who acts without any conflicting desires or a person who constitutes
themselves without ambivalence. In terms of integrity as maintenance of
identity, integrity means a person’s holding steadfastly true to their
commitment, (Frankfurt 1987). A person
of integrity in this sense is one who is committed to people, institutions,
traditions, causes, ideals, principles, jobs/ duties and so on. However, commitment in this case is not just
any commitment because people can be committed to a certain act that is not
good or even immoral. Bernard Williams (1973) argued that integrity in terms of commitment means a commitment to what is most deeply, and fundamental to one’s
life. In that sense, to abandon integrity is to abandon what is fundamental to one’s
life, to abandon what gave him/her identity or virtuous character. Therefore,
integrity in this case is a virtue. A
virtue motivates a person to act in desirable ways or it enables a person to
act in desirable ways. A person of
integrity is a person who can act in a way that reflects his sense of who he
is/she is, who acts from her/his motives, his/her interests and commitments that
are her/his own (Williams, 1981). The questions here are: what are those
commitments, motives, and interests because commitments, motives and interests
can be anything either is good or bad?
Cox, Caze and Levine (2003) answered that those commitments, motives and
interests must be expressions of great moral values (Stanford Encyclopedia,
2017).
Deepening further the discussion of
integrity, Colhoun (1995) tries to view integrity as a social virtue. As a
social virtue, integrity is defined only by others, in the
sense that integrity cannot be understood if it is not lived in the social
context. Such value exists and is understood because of one’s relation to others. In this case, the integrity
of a person can only be understood and seen in his/her relations with others
in the community. Colhoun (1995) pointed out that “integrity is not just a matter of a person’s proper regard for their
own best judgment but a person of integrity stands for his/her best judgment
within a community. A person of integrity treats their own endorsement as ones
that matter or ought to matter to fellow deliberators”. In this case, a
person of integrity is committed to what is best, not only for himself but also
for the community. The person stands for what is good for the community and
does not lie to his own statement/decision, conceal them, recant them
under pressure, selling them out for rewards or change stand under pressure.
He stands for what he/she believes to be best not only for him/herself but also
for the community. Therefore, Halfon (1989) later argues that integrity has a moral
purpose. It is not just for the sake of integrity itself but a person of
integrity in this case is a person who is dedicated to pursuing a moral life by living
up to their moral principles and commitment to others. He/she is pursuing a
commitment to do what is best morally.
Integrity in Organization
The application of integrity is not just
within the sphere of individual life but it is within the social context or
social domain. Integrity is not just an individual value but a value that has
to be lived in the community or in the organization where one relates
himself/herself to others. Therefore, we want to see how integrity is being
practised in the organization or in the school context. School is also an
organization with its special character and purpose. Thus, when we talk about the organization in this paper, we refer it to as school. The integrity that we discuss in
this study is integrity in the school context.
When we talk of organizational integrity,
we cannot avoid of talking personal integrity because the organization is composed
of individual persons and these may include administrators and employees. We
cannot deny that the integrity of those who run the organization can affect the
integrity and the image of the organization. Thus, administrators or managers
must acknowledge their role in shaping organizational ethics and seize this
opportunity to create a climate that can strengthen the relationships and
reputations on which their companies’ success depends (Paine, 1994). In this
case, integrity is indispensable, it is hard to ignore. In short, not living
and practising integrity can lead to bankruptcy. Managers, in this case, are
the first one to live such value in their decisions because if they do not,
then they run the risk of personal and corporate liability. Such a view supports
our belief that individual integrity matters to organizational integrity. What
does it mean? When managers do not live moral lives, do not live by their
moral example, they can affect the values of the employees. Do not expect
employees to be moral when the managers are not. Along such a concept, Dugar
(n.d) argued that “at the corporate level
it takes individuals of integrity to develop a consensus around shared values.
As this consensus builds, the corporation develops a culture of integrity. A
culture of integrity creates a highly valued work environment; it impacts the
quality of corporate governance; and it provides a foundation for solid
long-term financial performance”. In other words, organizational
integrity is derived from individual integrity. Verhezen (2008) confirmed such a link between organizational integrity and individual integrity as he argues
that individual integrity reinforces organizational integrity. At this level,
all employees of the organization adhere to moral principles despite pressure
or personal temptations (Adler & Bird, 1988). Now integrity gains respect
in concrete situations in relationships with others and within the community or
organization.
Along with the stated idea above, integrity failure in an organization is originally caused by character
flaws of the responsible individual. The responsible individuals are managers.
Most of the time, they need to discern what is morally appropriate and what is
not in their daily decisions. Most decisions are not based on good motives and
good purpose, but are driven by self-interest and sadly their wrong values affect
the rest of the organization which consequently destroys organizational integrity
(Rodrigues, 2007). Thus, organizational integrity becomes a social virtue that
emphasizes connectedness with a large purpose. A manager of high integrity must
act according to moral principles and values that relate to other members of
the organization (Becker, 1998). In other words, organizational integrity is a
standard of personal moral excellence (Habermas, 1998) of all people working
within the organization. Managers’ job is to see to it that all employees are
guided by the moral principles, guided by the moral values adopted by the
organization. There should be no possible internal conflict between personal values
and organizational values.
It is therefore necessary to create an
environment where employees are encouraged to live the value of integrity. The
organization needs to express those values in a normative statement which can be included
in the organization’s mission statements (Paine 2003). However, even though an
organization has organizational values, it does not guarantee that all
employees will act according to the stated organizational values. One needs an attitude of integrity that not only follows the letter of the rules but adheres
to deeply held and internalized ethical values. In this case, leadership
maintains organizational ethos about collective mission, identity and
long-term objectives. The most challenging is when managers or administrators
are confronted with competing and ambiguous demands. In such a situation, a
person of integrity needs to make a decision about right versus right,
inevitably leading to certain compromises that do not undermine integrity
(Badaracco, 2002).
Integrity and the
Bankruptcies
Stories coming from other parts of the
world are enough evidence for us to tell that the value of integrity is crucial to
the survival of the organization. It has been the reality that not living the
integrity means the collapse of the organization. The stories of several big corporations such as
ENRON, WorldCom, Parmalat, Waste Management, Qwest Communications, Tyco
International, AIG, Satyam Computer Services, Adelphia Communications, AOL
Time Warner and many more are enough evidence to tell us that it is time to
give attention to the value of integrity. All these companies are brought down
not because of capital inadequacy but because of fraud. The managers and the
auditors are conniving to mislead the public by not telling the truth about the
financial situation of their companies (Patsuris, 2002). The lack of integrity
which is indicated by poor governance led directly to the demise of Enron and
Andersen (Veherzen 2008). The collapse
of those organizations does not only destroy the organization itself but even the personal
reputations of board members and management.
Just by knowing what happens to those
companies and asking why, we simply say that they cheated, they lied or they were
not honest. The prize of being dishonest was so expensive. Their stories tell
us that the bottom line of bankrupt stories is the lack of integrity. Solving
bankruptcy is in the first place to manage integrity. Managing integrity is to
manage individual integrity and individual integrity management is a way to
build organizational integrity. It is only through such consensus; that the
corporation can develop a culture of organizational integrity. As argued by
Duggar (n.d) a culture of organizational integrity creates a highly valued
work environment for the employees, pride of being part of the organization and
improves the brand image of the organization. Consequently, it provides a
foundation for solid long-term financial performance.
Besides financial rewards, organizational
integrity creates a great place to work. Great Place to Work Institutes, Inc.
(n.d) pointed out trust and integrity as the essential factors to create a great
workplace to work in. It maintains that trust and integrity contribute positively
to the bottom line. When these values are being practised in the organization,
employees will be happy to be part of the organization and it can lower
turnover rates. Beyond that, it will be easy for the company to recruit
qualified applicants, and have better employee morale. Such an environment
indirectly or directly generates higher earnings and high performance (GPWI, n.d.).
One may conclude that practising
dishonesty can destroy the workplace environment and it can cause short-term
and long-term consequences. Short-term consequences include employees’
dissatisfaction, employees’ demoralization and work performance. Long-term
consequences may lead to bankruptcy. But what is frightening is not just
financial bankruptcy but moral bankruptcy, the bankruptcy of society or the
organization. It is a state of being devoid of morality and ethics for business.
As O, Connor (2014) put it, “it is the
state a person reaches when he trades away or violates too many of his core
moral values and commitments. He may
also lose important relationships either as a cause or a consequence of his loss
of moral commitments. Someone who is morally bankrupt may or may not recognize
that he has reached this state”.
Job Satisfaction
Job satisfaction is the output of how
people feel toward their jobs. It is how
much workers like or dislike their jobs. There have been a lot of theories
related to job satisfaction. We recall the five hierarchy needs of Maslow,
Herzberg's theory and many more. Job satisfaction is a product of the fulfilment
of different needs which is produced by the work. The needs must be met and the
needs that create job satisfaction are not only physical needs but also
psychological needs. In terms of physical needs, it can be identified such as
basic needs and wants, however, when it comes to psychological needs, it is
hard to pinpoint exactly what exactly those needs are, given the fact that
humans are different in nature. Psychological needs encompass many aspects of life
and many factors either internal or external can affect psychological needs.
Thus the term “job satisfaction” is understood to mean everything from “making
all aspects of a job easy for employees” to “making the job meaningful,
significant and challenging.” Even such description is still limited because
aspects of jobs are not the only ones that make people happy but there are
unrelated aspects to jobs that make people happy. In other words, we can say
that all the factors contributing to employee motivation and effectiveness are
not captured in any one of the single ambiguous concepts of job satisfaction.
Thus, much of the quantitative research has not been verified by qualitative
data. Research conducted by Schleicher, Watt and Greguras (2004) for example, indicated
that individuals with identical responses to questions on job satisfaction
often possess entirely different behaviours relating to job performance.
Additionally, differing factors relating to job satisfaction hold varying
degrees of importance to individuals. Thus, a proven model showing the
relationship between job satisfaction and performance has been elusive despite
the vast quantity of qualitative data supporting the relationship. These issues
are very complex and have simply not been fully deciphered by researchers.
Scheid
(2010) argued that although job satisfaction, employee motivation and
productivity are complex and confusing issues, management should not stop
finding out how to improve job satisfaction. It is important to understand them
and find out why so. Understanding the reasons for job dissatisfaction and
motivation should temper your approach to improving job satisfaction. It is
recommended therefore that managers focus on two areas to improve job
satisfaction and they are motivation and productivity. The two factors refer to
how employees are treated and the content of their work. Managers must monitor
the effect of their management practices through feedback. A good employee
survey should help management focus on areas which are creating
dissatisfaction or which are not providing adequate motivation.
Many researchers have identified tangible
ways how to improve job satisfaction. Benefits have been always identified
as one of the sources of satisfaction or dissatisfaction. Only a few researchers
have identified job satisfaction or dissatisfaction to intangible factors such
as behaviour or treatment. According to Voon (2010), organizational success
depends on the leaders of the organization and their leadership styles. By adopting
the appropriate leadership styles, leaders can affect employee job satisfaction,
commitment and productivity. Narasimhan & Lawrence (2011) also emphasized
leader’s behavior and style influence employees’ perception of their leaders
and such a situation leads to desirable workplace outcomes. Beyond leadership
styles, Xiao (2008) pointed out that work values have something to do with job
satisfaction. Work values are related to various facets of job satisfaction,
which in turn influence employees’ commitment to the organization.
Related
Literature on Integrity
Integrity emerges from the literature as a
feature of both conviction and personality. At its most neutral, it is
identified with coherence between one’s convictions/one’s words, and one’s
actions. The word alone is associated
with ethics. Ethics and integrity are often used interchangeably but they are
clearly different. Ethics are the moral behaviours prescribed by society or
culture that determine “good” and “bad” conduct for its society or
organization members (Pojman, 1995 as
cited in Kaiser & Hogan, 2010). While integrity is the moral attribution we
apply to one’s observed behaviour (Kaiser
& Hogan, 2010). Scherkoske
(2010) in his essay on Integrity and
Moral Danger argued that persons of integrity are a person who is
consistently living his moral values in every day’s life and such consistency merits
respect. Two influential accounts suggest why. Bernard Williams as cited by
Scherkoske (2010) emphasized that integrity is 'a person's sticking by what
she/he regards as ethically necessary or worthwhile. People without integrity
trade action on their own views too cheaply for gain, status, reward, approval
or for escape from penalties, loss of status, or disapproval.
Consistently in line with what we have
discussed at the earlier part of this paper, integrity is becoming also a
social value because it is only understood in the social context such as
community or organization. Such value is not only the value of individual
person but it is also attributed to organizations. In this case, though
originally integrity is a personal value, it becomes the value of the
organization in which all individual persons who are working in and for the
organization are living the value of integrity. Srivastava (1988) in her book, “Executive Integrity: The Search for High Human Values in
Organizational Life”, shows that executive integrity is not merely a moral
trait but a dynamic process of making empathetic, responsible, and sound
decisions. Key features of executive integrity include effective social
interaction, open dialogue, and responsive leadership. Such value is not just
for oneself but it should be displayed through action in everyday
management practices such consistent moral action can radiate around the
organization to inspire more employees to follow and finally, it can improve the
image and performance of the organization.
Along such a line of argument, integrity can
be considered a business asset. Integrity can enhance business outputs and
such assets are crucial to the operation and success of business operations.
Koehn (2005) in her writing: Integrity as
Business Assets, stressed the need for integrity. He pointed out that in today’s
organization, employees seldom see executives with integrity. Koehn cited a new
survey by the Walker Consulting Firm to prove his point. According to the survey, less than half of workers thought their senior leaders were people of high
integrity. However, integrity is not an instrumental value but it must be an
intrinsic value of the managers or executives. Often time integrity is used to
achieve the ends but it is not really the inner value of the person. Integrity
should be a character of the executive, not treated as an instrument used to
achieve a certain purpose. Though Koehn sees integrity as an intrinsic value or
it may be called the intactness of the character of a person, however Planalto
(2012) sees integrity not only as an intrinsic value or psychological harmony
but it has also a practical value. Such value must be practised in daily life. According
to him persons of integrity remain true to their commitment to action and
deliberation. He suggests that practical integrity captures other features of
character and action often related to the ascription of integrity.
Expanding on the meaning of integrity, Cox and Caze (2013) argued that
integrity is attributed to various parts of a person’s life such as
professional, intellectual and moral integrity. Integrity refers to general
character. Since it is the general character of the person, integrity would
mean how a person exhibits integrity throughout his life. In other words, the
main concern of integrity is how a person of integrity lives his life which can
be exhibited in his/her personal, professional and intellectual life. Therefore,
integrity is now classified into two kinds. One aspect of integrity is related
to a formal relation one has to oneself, and the other aspect is related to an
important way of acting morally.
On Integrity and Job
Satisfaction
Few literatures have been written along
this line. However, we try to examine some available literature on job
satisfaction and integrity. It has been stated above that integrity is an
essential value of the organization. It has been emphasized that practising
such values naturally will improve organizational climate, work environment and
finally job satisfaction. Callaway (2006) argues that a lack of organizational
communication and organizational performance may decline. Integrity and trust have been identified as a crucial ingredient for
organizational effectiveness and it has been also established that there is a
linkage between trust and job satisfaction in private organizations.
Integrity in the organization starts
with the manager. It must be a personal value of the manager that has to be seen in
action. A manager who has integrity
helps employees, listens to their innovative ideas, motivates them, directs
them, and remains open and friendly with them. In that regard, a manager’s
integrity helps an organization in achieving short-term and long-term goals
because a manager’s value plays a significant role in employee involvement. It
inspires and motivates employees to engage. See to it that the ethical code that is
set by the manager must be lived by himself and acceptable to the employees. All
actions and decisions must be based on the value of integrity and it reflects the
intensity of integrity of the manager (Eby &Lentz, 2006).
It cannot be denied that job satisfaction
and a manager’s integrity have a direct relationship. The actions and words of the manager
govern the actions of employees. If the manager’s words depict trust and honesty,
employees will follow the manager. Therefore, integrity is significant to the
employer-employee relationships. When there is trust, there can be a good
relationship and when there is a good relationship, employees behave ethically
and use ethical ways to complete their tasks and achieve organizational
objectives (Kosgaard 2006). Lack of it can weaken the performance of an
organization because employees can be dissatisfied and demotivated. When the
employees perceive unfairness and inequality, they will adopt unethical
behaviour (Cropanzano & Mitchell, 2005). Building trust relationships between
employees and employers is necessary to achieve the objective of the
organization. Employers and employees can work as a team. Teamwork creates a
friendly and cooperative environment that makes employees and employers
emotionally attached to each other. Emotional attachment builds a trust-based
relationship between employees and managers. In light of this theory,
managers and employees share a formal relationship. Both work for the betterment
of the organization. Social exchange theory exchanges social benefits such as
support, advice, etc. (Grant & Sumanth, 2009)
Related Studies On
Integrity and Job Satisfaction
Studies
have proven that integrity influences job satisfaction or dissatisfaction. It
affects the organization positively and negatively depending on how integrity
is exercised by those who lead the organization. Along this line, there have
been a lot of studies on integrity and how it affects the job satisfaction of
employees. Some researchers argue that leaders need integrity to be effective,
while others argue that only results matter, not how you get them. Few have
empirically examined the impact of integrity on leadership effectiveness.
Hooijberg and Lane (2005) examined the impact of leadership behaviours on
effectiveness as well as values such as integrity, flexibility and conformity
on effectiveness. They found that the values of integrity and flexibility have
a significant impact on effectiveness over and above the impact of various
leadership behaviours. Going into the same line of interest of study, Davis
& Rothstein (2006) conducted a study entitled, The Effect of the Perceived Behavioral Integrity of Managers on
Employee Attitudes: A Meta-Analysis.
It tried to examine the relationship between the perceived behavioral integrity of
managers and the employee’s job satisfaction, organizational commitment,
satisfaction with the leader and attitude toward the organization. Results
indicate a strong positive relationship between the perceived behavioural integrity
of managers and employee’s attitudes toward the organization. From such
findings, the study concluded that behavioural integrity should be given serious
attention by those who are in the position of leadership. Lack of integrity
would result in reducing organizational commitment and dissatisfaction. This finding was also supported by the study by Protass (2007) who tried to assess the value of integrity of managers and how
it affects employee’s attitudes toward the organization and their commitment
toward the organization. The study
concluded that perceived behavioural integrity (PBI) was positively related to
job satisfaction and commitment to the organization but negatively related to
stress, poor health, and absenteeism. It means that lack of integrity does not
affect stress and poor health of employees.
Following the same lead, Yammarino and
Palanski (2011) also introduced a similar study on the impact of behavioral
integrity of managers on follower job performance, follower’s behavioral
integrity. Findings from the studies indicated that leader behavioural integrity
was not directly related to follower job performance, but it can affect trust
in the leader and follower satisfaction with the leader. It was only the
integrity of employees themselves that has a relationship toward job
performance. Therefore, Somer (2001) recommended that integrity should be
written in the manual of the organization to guide the behaviour of its
employees.
Conclusion
Integrity is not
spare parts that are needed when it is needed. It is the value that holds an organization together and brings the organization forward. Without integrity,
organizational objectives cannot be achieved.
References
Allen, T.D., Eby, L.T
& Lentz, E. (2006). Mentorship Behaviors and Mentorship Quality, Associated
with Mentoring Programs. Journal of Applied Psychology.
http://www.docstoc.com/Docs/Document-Detail-Google.aspx?doc_id=104461839
Callaway, L. Ph. (2006). The Relationship between Organizational Trust and Job Satisfaction. Boca Raton
Calhoun, Ch. (1995).
‘Standing for Something,’ Journal of Philosophy, XCII, 235–260.
Cox, D & La, C. M. (2013, 2017). Integrity. http://plato.stanford.edu/entries/integrity/
Davis, L. A &
Rothstein, R. H. (2006). The Effects
of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A
Meta-Analysis. Journal of Business Ethics 67 (4), 407 - 419. http://philpapers.org/rec/DAVTEO-5
Duggar, W. J. (n.d). The
role of integrity in individual and effective corporate leadership. Journal of
Academic and Business Ethics: Holy
Family University. http://www.aabri.com/manuscripts/10504.pdf
Edmonds, Ch. (2001). Enron Files for Chapter 11
Bankruptcy Protection. http://www.thestreet.com/story/10004757/1/enron-files-for-chapter-11-bankruptcy-protection.html
Flannery, A. Ed. (1982).
Vatican Council II, More Post Conciliar Documents. Paulines Publishing House Daughters of St.
Paul.
Frankfurt, H. (1971). ‘Freedom of the Will and the Concept of a Person,’ Journal of Philosophy, LXVIII, 5–20.
Great Places to Work
Institute (GPWI) (n.d.). Best Companies
Lists. http://www.greatplacetowork.com/best/index.php
Halfon, Mark. (1989). Integrity:
A Philosophical Inquiry, Philadelphia: Temple University Press.
Howe, A. (2011). The 11 Largest Bankruptcies in American History.Business Insider. http://www.businessinsider.com/largest-bankruptcies-in-american-history-2011-11
Kaiser, R.B., & Hogan, R. (2010). How
to (and how not to) assess the integrity of managers. Consulting Psychology
Journal: Practice and Research, 62(4), Dec 2010, 216-234.
Kaluturi, S. Bh. (2008). Job Satisfaction: An Empirical Study. Krishna University.
Koehn, Daryl.(2005). Integrity as Business Assets. Journal of Business Ethics 58 (1-3), 125 - 136. http://philpapers.org/rec/DAVTEO-5
Korsgaard, M., Brodt, S. & Whitener,
E. (2002). Trust in the Face of Conflict: The Role of Managerial Trustworthy
Behavior and Organizational Context. Journal of Applied Psychology, 87, 312-319
Nielsen, R. (2005). The
Concept of Integrity in Teaching and Learning. Journal of University Teaching
and Learning Practice. http://jutlp.uow.edu.au/2005_v02_i03b/pdf/nillsen_006.pdf
Paine, S. L. (1994).
Managing for Organizational Integrity. Harvard Business Review. https://hbr.org/1994/03/managing-for-organizational-integrity
O’Connor, P. (2014). Declaring Moral Bankruptcy. https://www.psychologytoday.com/blog/philosophy-stirred-not-shaken/201410/declaring-moral-bankruptcy.
Pottras, J. D. (2007). Perceived
Behavioral Integrity: Relationships with Employee Attitudes, Well-Being, and
Absenteeism. Journal of Business Ethics:
Springer Science & Business Media.
Impact of Behavioral Integrity on Follower Job Performance: A three-study examination. The Leadership Quarterly, 22(4).
Matthew P. (2012). Integrity and
Struggle. Philosophia 40 (2), 319-336.
Planalto, M. (2012). Integrity and
Struggle. Philosophie 40, 319-338. Philpapers: online research in Philosophy.
Rangapriya K.N. & Barbara S. L. (n.d) Behavioral
Integrity: How Leader Referents and Trust Matter to Workplace Outcomes.
Journal of Business Ethics. Philpapers.org
Robert, H. R. & Lane, N. (2005). LEADER EFFECTIVENESS AND INTEGRITY: WISHFUL THINKING. IMD – International Institute for Management Development.
Schleicher, D. J., Watt, J.D. & Greguras, Gary J. (2004). Reexamining
the Job Satisfaction-Performance Relationship: The Complexity of Attitudes. Journal of Applied Psychology, 89(1), 165-177.
Sison, G. & Jose A. (2008). A Corporate Governance and Ethics: An Aristotelian Perspective. Edward Elgar Publishing Limited
Somers, J. M. (2001. Ethical Codes of Conduct and Organizational Context: A Study of the Relationship Between Codes of Conduct, Employee Behavior and Organizational Values. Journal of Business Ethics 30 (2),185 - 195. http://philpapers.org/rec/DAVTEO-5
Series Vatican Documents.
2012. The Sacred Congregation for Catholic Education. Paulines Publishing
House: Philippines
Srivastava S. (1988).
Executive Integrity: The Search for High Human Values in Organizational Life. Jossey-Bass.
Scheid, K. (2010). Job
Satisfaction: What is it? Why is It Important? How can You Get It? Best
Christian Workplace Institute.
Stanford Encyclopedia of
Philosophy. 2001. Integrity. https://plato.stanford.edu/entries/integrity/
The Code of Canon Law. (1983). Paulines Publishing House Daughters of St. Paul.
Valentine, S., Varca, P., & Godkin, L. (2010). Positive Job Response and Ethical Job Performance. Journal of Business Ethics, 91 (2), 95 - 206. http://philpapers.org/rec/DAVTEO-5.
Verhezen, P. (2008). The
(Ir)relevance of Integrity in Organizations. Public Integrity Journal.
Retrieved, October 3, 2015 at
http://www.verhezen.net/thoughts_publications/Irrelevance%20of%20Integrity%20in%20Public%20Integrity%20Spring%2008.pdf
Von, M.L. (2010). The
Influence of Leadership Styles on Employees Job Satisfaction in Public Sector
Organizations in Malaysia. International Journal of Business, Management and
Social Sciences, 2(1), 24-32. .
Xiao, F. Sh. &
Froese, F. J. (2008). Work Values, Job Satisfaction and Organizational
Commitment in China. Academy of International Business, Milan. https://aib.msu.edu/events/2008/BestPapers/AIB2008-0415.pdf.
Retrieved, October 6, 2015.
Williams, B. (1981). Moral
Luck: Philosophical Papers 1973–1980, Cambridge: Cambridge University
Press.
William, B. (1973). , Problems of the Self. Cambridge University Press..
No comments:
Post a Comment