Corporate Culture and Moral Behavior

This article discusses the impact of corporate culture on moral behavior in organizations. It covers topics such as perception and decision making, employee motivation, leadership, organizational culture, and group behavior.

CORPORATE CULTURE AND MORAL BEHAVIOR 1
CORPORATE CULTURE AND MORAL BEHAVIOR
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Perception and Decision Making
Decision-making is among the critical skills in an organization which seeks to reach its
goals as the excellence of organizations involves the accurate making of its decisions.
Consequences from decisions made can either break or build a company, and perception plays an
integral role in the making of decisions. According to Wei and Chen (2012 p. 75) the makers of
decisions should often use perception for the creation, evaluation, and choice of decision options,
for example, simultaneously establishing violence normality affecting the perception of
harassment victims to normality. The perception of a person towards other people can have a
great impact on the behavior of an organization, which is in turn affected by employee effort,
performance evaluations, ethnic profiling, performance expectations, and employment
interviews. New employees are faced with judgment from their coworkers, and the management
frequently evaluates the effort and performance of employees. Since ethnic profiling has been a
great concern for organizational human resources, organizational managers use perception and
decision making to combat the feelings of mistrust through the implementation of multicultural
training and diversity.
Employee Motivation
Employee motivation affects job performances and often leads to a high performance on
the job. Managers’ roles include getting the job done through proper management of the
employees, this to achieve the best outcome, the motivation of employees is crucial. Motivation
theory and practice are different, with some managers understanding the theory but facing
challenges in its practice. Managers should first strive to understand the nature of humans so as

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to be able to understand the best methods to use for the motivation of the employees to ensure
effective management and leadership (Sekiguchi, Burton & Sablynski 2008 p. 782).
Leadership
Leadership in an organization has various concerns. The inability of giving feedback to
conflicts, decisions and addressing to employees issues has become a global concern to
organizations. Furthermore, a leader that fails to maintain gender balanced in an organization
does not encourage and give opportunities for all subordinates to provide feedback hence
limiting their abilities for implementing a change. A leader should provide direction, train and
develop and therefore need to set an effective corporation culture, visions, and expectations of
the company. Lacking communication from a leader is another concern that leaves employees
stranded about decisions and demotivated when performing their daily tasks.
Organizational Culture
Organization culture influences the lifestyles of employees and other elements that make
an organization stand out internal and external collaborators. The culture of an organization may
result in workplace harassment and employees negative behaviors (Page & Pina 2015 p. 74).
Therefore, if the organizations develop a bad reputation and cultures are not satisfying it can
affect the job satisfaction of the employees.
Group Behavior
Group behavior in the workplace is created by employees with a common interest who
are feeling not satisfied with the way the organization conducts its operations. Furthermore,
harassments have been an influencing factor to employees and organization resulting to negative

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workforce behaviors. If the workplace behaviors are similar to harassments, the group behavior
in the organization may demand change. Therefore, workplace group behaviors may lead to low
performances, increased in absenteeism, high rates of turnover rates and the most skilled and
experienced staff may opt to quit the company (Claybourn 2011 p. 284)

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References
Claybourn, M., 2011. Relationships between moral disengagement, work characteristics and
workplace harassment. Journal of Business Ethics. 2nd ed. U.S.A: Springer pp.283-301.
Page, T.E. and Pina, A., 2015. Moral disengagement as a self-regulatory process in sexual
harassment perpetration at work: A preliminary conceptualization. Aggression and violent
behavior. United Kingdom: University of Kent, pp.73-84.
Sekiguchi, T., Burton, J.P. and Sablynski, C.J., 2008. The role of job embeddedness on employee
performance: the interactive effects with leader–member exchange and organization‐based self‐
esteem. Personnel Psychology. 4th ed. United States: Academic Press, pp.761-792.
Wei, H.S. and Chen, J.K., 2012. Factors associated with peer sexual harassment victimization
among Taiwanese adolescents. Sex Roles. 2nd ed. Germany: Springer, pp.66-78.