Karl Aquino

The Self-Importance of Moral Identity

Recent theorizing in moral psychology extends rationalist models by calling attention to social and cultural influences (J. Haidt, 2001). Six studies using adolescents, university students, and adults measured the associations among the self-importance of moral identity, moral cognitions, and behavior. The psychometric properties of the measure were assessed through an examination of the underlying factor structure (Study 1) and convergent, nomological, and discriminant validity analyses (Studies 2 and 3). The predictive validity of the instrument was assessed by examinations of the relationships among the self-importance of moral identity, various psychological outcomes, and behavior (Studies 4, 5, and 6). The results are discussed in terms of models of moral behavior, social identity measurement, and the need to consider moral self-conceptions in explaining moral conduct.

Justice constructs, negative affectivity, and employee deviance: a proposed model and empirical test

This study tests a model that uses organizational justice variables and the personality trait of negative affectivity to explain two forms of deviant employee behavior. Prior research suggests that deviance can be directed interpersonally or against organizations. We propose a model that links unfavorable perceptions of distributive, procedural, and interactional justice, as well as the dispositional trait of negative affectivity, to both types of deviant acts. To test the model, a survey was distributed to employees from a government agency and an international manufacturer of paper products. Responses to the survey were analysed using structural equation modeling to evaluate the fit of the theoretical model to the data. Results showed that the model fits the data well and that nearly all of the hypothesized relations among constructs were supported. Implications of the results for the prediction and control of deviant behavior are discussed and future research directions are offered. Copyright

Getting Even or Moving On? Power, Procedural Justice, and Types of Offense as Predictors of Revenge, Forgiveness, Reconciliation, and Avoidance in Organizations

A field study and an experimental study examined relationships among organizational variables and various responses of victims to perceived wrongdoing. Both studies showed that procedural justice climate moderates the effect of organizational variables on the victims revenge, forgiveness, reconciliation, or avoidance behaviors. In Study 1, a field study, absolute hierarchical status enhanced forgiveness and reconciliation, but only when perceptions of procedural justice climate were high; relative hierarchical status increased revenge, but only when perceptions of procedural justice climate were low. In Study 2, a laboratory experiment, victims were less likely to endorse vengeance or avoidance depending on the type of wrongdoing, but only when perceptions of procedural justice climate were high.

Workplace Victimization: Aggression from the Target's Perspective

This article reviews research on workplace victimization, which we define as acts of aggression perpetrated by one or more members of an organization that cause psychological, emotional, or physical harm to their intended target. We compare several types of victimizing behaviors that have been introduced into the organizational psychology literature to illustrate differences and similarities among them. We then review studies looking at who is likely to become a victim of aggression. Predictors include personality, demographic, behavioral, structural, and organizational variables. We also review research on coping strategies for victimization, which include problem-focused and emotion-focused strategies. We conclude with a summary of challenges for victimization research. These include addressing the proliferation of constructs and terms into the literature, attempting to clarify inconclusive findings, and using theory to guide the selection of study variables.

Moral identity and the expanding circle of moral regard toward out-groups.

This article examines moral identity and reactions to out-groups during intergroup conflict Four studies suggest that a highly self-important moral identity is associated with an expansive circle of moral regard toward out-group members (Study 1) and more favorable attitudes toward relief efforts to aid out-group members (Study 2). Study 3 examines moral identity and national identity influences on the provision of financial assistance to out-groups. Study 4 investigates the relationship between moral identity and (a) the willingness to harm innocent out-group members not involved in the conflict and (b) moral judgments of revenge and forgiveness toward out-group members directly responsible for transgressions against the in-group. Results are discussed in terms of self-regulatory mechanisms that mitigate in-group favoritism and out-group hostility.

The Effects of Blame Attributions and Offender Likableness on Forgiveness and Revenge in the Workplace

This study proposes and tests a model that applies the concept of restorative justice to the enactment of revenge and forgiveness in organizations. The model draws from theories of cognitive attribution and consistency, as well as more recent theories of revenge in organizations, to describe the process by which a personal offense triggers revenge and forgiveness cognitions and behavior. Attributions of blame were predicted to directly influence the contemplation of revenge and forgiveness strategies. In turn, these cognitions were hypothesized to be the immediate precursors of behavior. It was also predicted that the likableness of the offender would be positively associated with both revenge and forgiveness cognitions. Finally, blame attribution was expected to be influenced by offense severity. To test these predictions, a survey was administered to one hundred and eighty employees of a government agency. Structural equation modeling was used to assess the significance of the pathways in the model and compare its fit to theoretically plausible rivals. Although the theoretical model fit the data well, a less constrained alternative showed a superior fit. In both the theoretical model and less constrained alternative, all but two of the predicted pathways in the model were upheld. The implications of the findings for organizations are discussed and future research directions are offered.

Moral Identity and Judgments of Charitable Behaviors

In several studies, the authors examine the potential to leverage a consumers moral identity to enhance brand and company identification and promote goodwill through community relations. Studies 1a and 1b show that even when opportunity costs are equivalent (subjectively or economically), consumers who also have a highly self-important moral identity perceive the act of giving time versus money as more moral and self-expressive. The authors extend these findings to self-reported preferences and establish boundary conditions in two additional studies. Consumers with higher organizational status prefer to give money versus time, but this preference is weaker for those with a highly self-important moral identity (Study 2), and the preference for giving time versus money is more likely to emerge when the moral self is primed and the time given has a moral purpose (Study 3).

Identity threat and antisocial behavior in organizations: The moderating effects of individual differences, aggressive modeling, and hierarchical status

This study examines whether the experience of identity threat predicts antisocial behavior directed towards other employees. A social interactionist model is used as a theoretical framework for predicting that employees who are frequent recipients of actions that challenge or diminish their sense of competence, dignity, or self-worth will engage in higher levels of antisocial behavior. However, it is predicted that the strength of this relation will be moderated by individual (gender, age, and attitudes toward revenge) and situational (aggressive modeling, hierarchical status) factors. Data from 308 employees from three organizations supported moderating effects of age, revenge attitudes, and hierarchical status. A three-way interaction was also found showing that identity threat was more strongly related to antisocial behavior for low as compared to high status employees, but only when they were exposed to low levels of aggressive modeling.

The Effects of Negative Affectivity, Hierarchical Status, and Self-Determination on Workplace Victimization

This study investigated the conditions under which employees are more or less likely to become targets of coworkers’ aggressive actions. Results from a field survey showed people high in negative affectivity more often perceived themselves as victims, as did people who were low in the self-determination component of empowerment. In addition, hierarchical status appeared to buffer the influence of negative affectivity: Negative affectivity was not related to indirect victimization for higher-status people but was positively related to indirect victimization for lower-status people.

Structural and Individual Determinants of Workplace Victimization: The Effects of Hierarchical Status and Conflict Management Style

Most studies of harmful workplace behavior have focused on the motives or characteristics of perpetrators. In contrast, the present study draws from theories of victimization to examine when employees are more likely to perceive themselves as targets of co-workers’ aggressive actions. Individual and organizational structural variables were related to perceived victimization based on prior theory and research. The individual variable was conflict management style; the structural variable was hierarchical status. Direct relationships between the conflict styles and perceived victimization were predicted. The moderating effect of hierarchical status was also tested. Results supported the direct effect of an obliging style on covert aggressive actions. An interaction involving both integrating and obliging styles and hierarchical status was supported for direct forms of interpersonal aggression.