Consequentialist Motives for Punishment Signal Trustworthiness
| Autor: | Michael A. Daniels, JoAndrea Hoegg, Nathan A. Dhaliwal, Daniel P. Skarlicki |
|---|---|
| Rok vydání: | 2020 |
| Předmět: |
Economics and Econometrics
Recall Punishment (psychology) media_common.quotation_subject 05 social sciences General Medicine 06 humanities and the arts 0603 philosophy ethics and religion General Business Management and Accounting Trustworthiness Dictator game Arts and Humanities (miscellaneous) 0502 economics and business 060301 applied ethics Business and International Management Business ethics Psychology Law Practical implications Social psychology 050203 business & management Reputation media_common Quality of Life Research |
| Zdroj: | Journal of Business Ethics. 176:451-466 |
| ISSN: | 1573-0697 0167-4544 |
| DOI: | 10.1007/s10551-020-04664-5 |
| Popis: | Upholding cooperative norms via punishment is of central importance in organizations. But what effect does punishing have on the reputation of the punisher? Although previous research shows third parties can garner reputational benefits for punishing transgressors who violate social norms, we proposed that such reputational benefits can vary based on the perceived motive for the punishment. In Studies 1 and 2, we found that individuals who endorsed a consequentialist (versus deontological) motive for punishing were seen as more trustworthy. In Study 3, the results showed that when pitted against one another, a person who endorsed a consequentialist (versus deontological) motive for punishing was chosen more often as a partner in a Trust Game. In Study 4, we found that a manager who expressed a consequentialist reason for punishing an employee was seen as having less psychopathic tendencies, and this related to the manager being perceived as more trustworthy and a superior cooperation partner. Using a recall methodology, Study 5 results showed that employees who perceived their managers as having more consequentialist (versus deontological) motives for punishing also perceived their managers as being less psychopathic and more trustworthy. Theoretical and practical implications are discussed. |
| Databáze: | OpenAIRE |
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