Comparative suitability for promotion: ethical transgressions, culture and a third dimension of appraisal

Purpose - This paper looks at the relationship between judgments of ethical behavior and organizational promotion prospects. The purpose of this study is to examine if an independent dimension of ethical performance should be recognized. When managers and others in organizations compare candidates for promotion or other organization rewards, what role is played by information about the candidates’ previous ethical behavior? Are all prior ethical transgressions perceived in the same light or do some types carry more weight for organizational rewards? And, how do organizational values effect these evaluations? Design/methodology/approach - A questionnaire was developed which asked respondents to rank a set of six candidates for a promotion. All candidates were said to be qualified for the promotion, but each was described differently in terms of past ethical transgressions. While information about a candidate’s prior ethical behavior is expected to be impactful for promotion consideration in the general population as well as among members of religious-oriented businesses, types of ethical transgressions may be weighted differently by the two groups. The survey was administered to a sample of 204 employees of business organizations at all levels obtained through a survey research firm, as well as a sample of 52 employees of organizations in the Christian publishing industry. Nonparametric statistics were used to analyze the results. A comparison was made between the respondents sourced through the research firm, seen as representing the general population, and those from the Christian-oriented group. Findings - Ethical transgressions were weighted differently by each group. And some transgressions were deemed more unethical than others. Overall, our work suggests that ethical transgressions can matter with regard to promotability. Differences between the groups of respondents from the general population and the group representing Christian-based firms are discussed. Practical implications - This paper focused on the selection for promotion of six candidates, ranked by two groups. As expected, the ethical transgressions were weighted differently by each group. And some transgressions were deemed more unethical than others. Overall, this work suggests that ethical transgressions can matter with regard to promotability. This research contributes to practical implications within organizations. Originality/value - Only a few studies have looked directly at the relationship between judgments of ethical behavior and organizational promotion prospects. These have focused on ethical leaders rather than rank and file employees. In a study of ethical leadership and promotability, Rubinet al.(2010) found that managers rated high on ethical leadership by their subordinates are more likely to be viewed by senior managers as eventually promotable to senior leadership than those who were not – although they were no more likely to receive a promotion in the near term.