Robert A. Giacalone

Abusive Supervision and Subordinates' Organization Deviance

The authors developed an integrated model of the relationships among abusive supervision, affective organizational commitment, norms toward organization deviance, and organization deviance and tested the framework in 2 studies: a 2-wave investigation of 243 supervised employees and a cross-sectional study of 247 employees organized into 68 work groups. Path analytic tests of mediated moderation provide support for the prediction that the mediated effect of abusive supervision on organization deviance (through affective commitment) is stronger when employees perceive that their coworkers are more approving of organization deviance (Study 1) and when coworkers perform more acts of organization deviance (Study 2).

How are Responses to Verbal Insult Related to Cultural Collectivism and Power Distance

It is assumed that an act is construed as aggressive and the actor thus negatively evaluated when that act falls outside legitimate modes of social control. If true, then cultural variations in the use of social control should be related to perceptions of an insult and of the insulter. In a scenario study, responses of Hong Kong Chinese, who are high in collectivism and power distance, were compared with those of Americans, who are low in collectivism and moderately low in power distance. In confirmation of this reasoning, the Chinese were found to be less critical of an insulter and of his or her action as long as he or she had higher status than the in-group target. Americans made no consistent distinctions as a function of the insulters status or group membership.

Right from wrong: The influence of spirituality on perceptions of unethical business activities

A network sample of 162 employees from across the U.S. was studied to assess the relationship between individual spirituality and perceptions of unethical business activities. Analyses indicate that degree of individual spirituality influences whether an individual perceives a questionable business practice as ethical or unethical. Ramifications of these findings regarding the role of spirituality in enhancing workplace ethicality, as well as directions for future research, are discussed.

Applied impression management : how image-making affects managerial decisions

PART ONE: APPLYING IMPRESSION MANAGEMENT TO ORGANIZATIONS: AN ORIENTATION From Extreme to Mainstream - Robert A Giacalone and Paul Rosenfeld Applying Impression Management in Organizations Applying Impression Management to Create Productive Self-Fulfilling Prophecy at Work - Dov Eden The Management of Shared Meaning in Organizations - Gerald R Ferris et al Opportunism in the Reflection of Attitudes, Beliefs, and Values PART TWO: HUMAN RESOURCES AND CAREERS Impression Management and Career Strategies - Daniel C Feldman and Nancy R Klich Performance Appraisal - Peter Villanova and John Bernardin The Means, Motive, and Opportunity to Manage Impressions Impression Management and Exit Interview Distortion - Robert A Giacalone, Stephen B Knouse, and D Neil Ashworth PART THREE: NEGOTIATION, CONFLICT AND JUSTICE Establishing Fairness in the Eye of the Beholder - Jerald Greenberg, Robert J Bies and Don E Eskew Managing Impressions of Organizational Justice Impression Management in Negotiations - James A Wall Jr Impression Management and Organizational Conflict - M Afzular Rahim and Gabriel F Buntzman PART FOUR: DIVERSITY - GENDER AND CULTURAL APPLICATIONS Start With a Rational Group of People... Gender Effects of Impression Management in Organizations - Laurie Larwood Cultural Influences on Modes of Impression Management - Michael Harris Bond Implications for the Culturally Diverse Organization PART FIVE: COMMUNICATION AND CONFORMITY APPLICATIONS Symbolic Communication and Image Management in Organizations - Gail S Russ Conformity - David A Ralston and Priscilla M Elsass A Subtle Means of Impression Management PART SIX: IMPRESSION MANAGEMENT - LOOKING TO THE FUTURE Future Directions - Mark J Martinko Toward a Model for Applying Impression Management Strategies in the Workplace

Ethical decision-making in business: Behavioral issues and concerns

This article examines selected behavioral aspects of ethical decision making within a business context. Three categories of antecedents to ethical decision behaviors (individual differences, interpersonal variables, and organizational variables) are examined and propositions are offered. Moral development theory and expectancy theory are then explored as possible bases for a theory of ethical decision making. Finally, means of improving ethical decision making in firms are explored.

Point‐counterpoint: measuring workplace spirituality

Presents a point‐counterpoint discussion on whether or not we can – or should – measure something as ineffable as spirituality in organizations. Topics covered include “Workplace spirituality: on the need for measurement” and “Towards wholeness in spirituality research: embracing other ways of knowing”

Social Psychological Approaches to the Perception of Ethical Dilemmas

Moral psychology and social psychology theories are examined to illustrate their usefulness for evolving research on topics of business and organizational ethics. The authors believe that social psychological concepts such as attribution, cognitive distortion, and impression management can contribute to a more comprehensive understanding of processes of moral perception and judgment. The organizational stakeholder concept and stakeholder mapping methods found in the strategic planning literature may also be particularly valuable for business ethics research. Using an organizational stakeholder model and considering the effects of cognitive and self-presentational biases of these stakeholders should allow researchers to better explain social controls and actions undertaken in cases of managerial misconduct in work organizations.

Self-Presentation and Self-Promotion in an Organizational Setting

Abstract This study investigated the self-presentational tactic of self-promotion among individuals enrolled in a legislative intern program. The interns received a survey from either their supervisor or another intern in which they assessed their future financial aspirations and performed self-evaluations. They either wrote or did not write their names on the survey before returning it to the supervisor or peer. As expected, the interns tended to engage in the most self-promotion when their surveys were public and were returned to their supervisors.

Effects of materialism on work-related personal well-being:

Materialism is a defining aspect of many societal cultures. Unfortunately, a large body of research has documented a negative relationship between materialism and indicators of non-work personal well-being. This study extends the materialism research into the organizational domain, investigating whether materialistic values are related to work-related indicators of personal well-being. Our field study results indicate that materialistic values are negatively associated with a range of indicators of work-related personal well-being, including intrinsic and extrinsic reward satisfaction, job satisfaction, and career satisfaction. Further analyses suggest that the relationship between materialism and work-related personal well-being is driven by the happiness and centrality dimensions of materialism, and not by the success dimension. Implications for future research and practice are presented.

Justifying wrongful employee behavior: The role of personality in organizational sabotage

The role that personality plays in the justification of organizational sabotage behavior was examined. In a two phase study, 120 business students were first surveyed to create a list of 51 methods of sabotage. In the second phase, 274 other business students rated justifiability of the 51 methods and completed Machiavellian and hostility scales. A factor analysis of the justification ratings yielded four factors: (1) methods of sabotaging company profits and production, (2) informational sabotage, (3) violent and illegal methods, and (4) traditional labor methods of sabotage. A 2 (high versus low Machiavellianism) ×2 (high versus low hostility) ANOVA upon factor scores for justifiability revealed significant main effects for hostility and significant interactive effects on Factors 1 and 2. Results were discussed in terms of differences in management and blue collar methods of sabotage and in terms of a self-presentational approach to justification of sabotage.