Ethics, success, and job satisfaction: A test of dissonance theory in India
Chockalingam Viswesvaran, Satish P. Deshpande
Journal of Business Ethics · 1996 · Volume 15 · Issue 10
Abstract
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.
Keywords
India, Economic Growth, Training Program, Successful Manager, Level Manager
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