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Chapter 6: Trust, Justice, and
Ethics
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Trust, Justice, and Ethics
• Trust is defined as the willingness to be
vulnerable to an authority based on positive
expectations about the authority’s actions and
intentions.
» Justice reflects the perceived fairness of an
authority’s decision making.
» Ethics reflects the degree to which the behaviors of
an authority are in accordance with generally
accepted moral norms.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Trust
• Disposition-based trust means that your
personality traits include a general
propensity to trust others.
• Cognition-based trust means that trust is
rooted in a rational assessment of the
authority’s trustworthiness.
• Affect-based trust means that it depends
on feelings toward the authority that go
beyond any rational assessment.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Disposition-Based Trust
• Has less to do with the authority and more
to do with the trustor.
» Some trustors are high in trust propensity —
a general expectation that the words,
promises, and statements of individuals and
groups can be relied upon.
– Shaped from both genetics and environment
» Trust propensity levels are actually relatively
high in the United States, especially in relation
to countries in Europe and South America.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Cognition-Based Trust
• Our trust begins to be based on cognitions
we‘ve developed about the authority, as
opposed to our own personality or
disposition.
» Trustworthiness is defined as the
characteristics or attributes of a trustee that
inspire trust.
» Driven by the authority’s “track record.”
– Ability, integrity, and benevolence
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Track Record
• Ability is defined as the skills, abilities, and areas of
expertise that enable an authority to be successful in
some specific area.
» Doctor, lawyer
• Integrity is defined as the perception that the authority
adheres to a set of values and principles that the trustor
finds acceptable.
» “Walk the talk”
• Benevolence is defined as the belief that the authority
wants to do good for the trustor, apart from any selfish or
profit-centered motives.
» Mentor-protégé
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Affect-Based Trust
• Often more emotional than rational.
• Affect-based trust acts as a leap of faith in the
face of uncertainty about trustworthiness.
• Affect-based trust sometimes acts as a
supplement to the types of trust discussed
previously.
• An emotional bond develops, and our feelings
for the trustee further increase our willingness to
accept vulnerability.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Justice
• Distributive justice reflects the perceived
fairness of decision-making outcomes.
» Employees gauge distributive justice by asking
whether decision outcomes, such as pay, rewards,
evaluations, promotions, and work assignments, are
allocated using proper norms.
• Procedural justice reflects the
perceived fairness of decision-making
processes.
» Fostered when authorities adhere to rules
of fair process.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Procedural Justice Rules
• Voice concerns giving employees a chance to
express their opinions and views during the
course of decision making.
» Improves employees reactions to decisions.
• Correctability provides employees with a
chance to request an appeal when a procedure
seems to have worked ineffectively.
• Consistency, bias suppression,
representativeness, and accuracy rules help
ensure that procedures are neutral and objective,
as opposed to biased and discriminatory.
» Interview questions, compensation practices
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Procedural Justice
Does procedural justice really matter—don’t
people just care about the outcomes that
they receive?
• Distributive justice and procedural justice
combine to influence employee reactions.
» When outcomes are bad, procedural justice
becomes enormously important.
» Procedural justice tends to be a stronger driver
of reactions to authorities than distributive
justice.
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Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Justice, Cont’d
• Interpersonal justice reflects the perceived
fairness of the treatment received by employees
from authorities.
» Interpersonal justice is fostered when authorities
adhere to two particular rules.
– Respect rule pertains to whether authorities treat employees
in a dignified and sincere manner.
– Propriety rule reflects whether authorities refrain from
making improper or offensive remarks.
• Interpersonal injustice occurs when authorities
bad-mouth employees.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Justice, Cont’d
• Informational justice reflects the
perceived fairness of the communications
provided to employees from authorities.
» Informational justice is fostered when
authorities adhere to two particular rules.
– The justification rule mandates that authorities
explain decision-making procedures and outcomes
in a comprehensive and reasonable manner.
– The truthfulness rule requires that those
communications be honest and candid.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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Ethics
• Research on ethics seeks to explain why
people behave in a manner consistent with
generally accepted norms of morality, and
why they sometimes violate those norms.
» Whistle-blowing occurs when employees
expose illegal actions by their employer.
» 76 percent of employees have observed
illegal or unethical conduct on the job
within the past 12 months.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Four Component Model of
Ethical Decision Making
• Moral awareness occurs when an
authority recognizes that a moral issue
exists in a situation or that an ethical
standard or principle is relevant to the
circumstance.
» Ethical sensitivity reflects the ability to
recognize that a particular decision has
ethical content.
» Moral intensity captures the degree to which
the issue has ethical urgency.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Four Component Model of
Ethical Decision Making, Cont’d
• Moral judgment is when the authority
accurately identifies the morally “right”
course of action.
» Theory of cognitive moral development
argues that as people age and mature, they
move through several stages of moral
development—each more mature and
sophisticated than the prior one.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Four Component Model of
Ethical Decision Making, Cont’d
• Moral intent reflects an authority’s degree of
commitment to the moral course of action.
» The distinction between awareness, judgment, and
intent is important, because many unethical people
know and understand that what they do is wrong—
they just don’t really care.
» One driver of moral intent is moral identity —the
degree to which a person sees him- or herself as a
“moral person.”
– Strong moral identity increases ethical behaviors because
failing to act morally will trigger a strong sense of guilt or
shame.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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How Important Is Trust?
• Trust is moderately correlated with task performance.
• Trust relates to performance because it increases an
employees ability to focus, which reflects the degree to
which employees can devote their attention to work.
• Trust also influences citizenship behavior and
counterproductive behavior because the willingness to
accept vulnerability changes the nature of the employeeemployer relationship.
• Trust affects organizational commitment because that
trusting an authority increases the likelihood that an
emotional bond will develop, particularly if that trust is
rooted in positive feelings for the authority.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
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