DSpace Repository

People Who Punish or Reward Tend to Moralize Even Conventional Behaviour

People Who Punish or Reward Tend to Moralize Even Conventional Behaviour

Show full item record

Title: People Who Punish or Reward Tend to Moralize Even Conventional Behaviour
Author: Bell, Chris
Hughes-Jones, Justin
Identifier: 00007
Abstract: Managers who have to reward or punish
others may be prone to moralizing. This
can create problems because it may
make the manager less tolerant of
errant behavior while others in the social
group, who may be wary of moralizing
attitudes, may react against the
manager.
Sponsor: York's Knowledge Mobilization Unit provides services and funding for faculty, graduate students, and community organizations seeking to maximize the impact of academic research and expertise on public policy, social programming, and professional practice. It is supported by SSHRC and CIHR grants, and by the Office of the Vice-President Research & Innovation. kmbunit@yorku.ca www.researchimpact.ca
Subject: Psychology
Ethics
Workplace
Type: Research Summary
Rights: Attribution-Noncommercial-No Derivative Works 2.5 Canada
http://creativecommons.org/licenses/by-nc-nd/2.5/ca/
URI: http://hdl.handle.net/10315/29092
Citation: Bell, C. M., & Hughes-Jones, J. (2008). Power, self-regulation and the moralization of behavior. Journal of Business Ethics, 83(3), 503-514.
Date: 2008

Files in this item



This item appears in the following Collection(s)

Attribution-Noncommercial-No Derivative Works 2.5 Canada Except where otherwise noted, this item's license is described as Attribution-Noncommercial-No Derivative Works 2.5 Canada