Individuals differ in their level of moral development, as well as in their perceptions of the appropriate means to achieve valued ends or personal goals (Seijts & Latham, 2003).
Kohlberg (1976, 1984)
Kohlberg's moral reasoning model identifies three levels of moral development. These three levels appear in a fixed order of succession; passing each level is required for the formation of the following one.
1. Preconventional Level - Values and moral reasoning are based on personal needs and wants.
2. Conventional Level - Reasoning is based on conforming to and upholding the conventions and expectations of others.
3. Postconventional Level - Right versus wrong and good versus bad are judged on the basis of principles that have
been internalized by the individual.
Kohlberg’s model might also have implications for work-related domains such as conflict resolution, decision-making, and pro-social or organizational citizenship behavior (Seijts & Latham, 2003).
1. Preconventional Level - Values and moral reasoning are based on personal needs and wants.
2. Conventional Level - Reasoning is based on conforming to and upholding the conventions and expectations of others.
3. Postconventional Level - Right versus wrong and good versus bad are judged on the basis of principles that have
been internalized by the individual.
Kohlberg’s model might also have implications for work-related domains such as conflict resolution, decision-making, and pro-social or organizational citizenship behavior (Seijts & Latham, 2003).
Moral Development in Organizational Settings
Moral development and reasoning are research avenues for I/O psychologists who study workplace ethics as well as counterproductive behavior. They recognize that employees can engage in a wide spectrum of counterproductive, disruptive, antisocial, and deviant behaviors (Seijts & Latham, 2003). Organizations can minimize counterproductive behavior by implementing various methods of prevention:
1. Performance appraisals can help a manager determine what areas an employee should work on to promote
productivity and prevent counterproductive behavior.
2. Managers may also inquire about the abilities and habits of employees prior to hiring them; this will help
determine their ability to be productive ahead of time.
3. Managers can assess the methods being used in a company to determine if the methods are
counterproductive. These methods can be adjusted to promote productive behavior.
4. Adding surveillance cameras and conducting drug screenings are other strategies for promoting
productive behavior while decreasing counterproductive behavior (Britt & Jex, 2008).
5. Lastly, organizations should utilize tools that assess an individual's level of moral development in order to predict and
explain counterproductive behavior in the workplace.
1. Performance appraisals can help a manager determine what areas an employee should work on to promote
productivity and prevent counterproductive behavior.
2. Managers may also inquire about the abilities and habits of employees prior to hiring them; this will help
determine their ability to be productive ahead of time.
3. Managers can assess the methods being used in a company to determine if the methods are
counterproductive. These methods can be adjusted to promote productive behavior.
4. Adding surveillance cameras and conducting drug screenings are other strategies for promoting
productive behavior while decreasing counterproductive behavior (Britt & Jex, 2008).
5. Lastly, organizations should utilize tools that assess an individual's level of moral development in order to predict and
explain counterproductive behavior in the workplace.
Future Research
Research questions for future studies might include the following:
1. Is moral development a predictor of ethical workplace behavior, counterproductive workplace behavior, or both?
2. Should moral development be a selection criterion? If so, under what conditions?
3. How can I/O psychologists design instruments that measure moral development in the workplace, and that are
defensible in the courtroom?
4. Can organizations foster an individual’s moral development?
5. What contextual variables affect moral development?
1. Is moral development a predictor of ethical workplace behavior, counterproductive workplace behavior, or both?
2. Should moral development be a selection criterion? If so, under what conditions?
3. How can I/O psychologists design instruments that measure moral development in the workplace, and that are
defensible in the courtroom?
4. Can organizations foster an individual’s moral development?
5. What contextual variables affect moral development?