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Ethics, Success, and Job Satisfaction: A Test of Dissonance Theory in India
Chockalingam Viswesvaran and Satish P. Deshpande
Journal of Business Ethics
Vol. 15, No. 10 (Oct., 1996), pp. 1065-1069
Published by: Springer
Stable URL: http://www.jstor.org/stable/25072831
Page Count: 5
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A survey of middle level managers in India (n = 150) showed that when respondents perceived that successful managers in their organization behaved unethically their levels of job satisfaction were reduced. Reduction in satisfaction with the facet of supervision was the most pronounced (than with pay or promotion or co-worker or work). Results are interpreted within the framework of cognitive dissonance theory. Implications for ethics training programs (behavioral and cognitive) as well as international management are discussed.
Journal of Business Ethics © 1996 Springer