倫理行為中英文對照外文翻譯文獻

PAGE -PAGE１-倫理行為中英文對照外文翻譯文獻倫理行為中英文對照外文翻譯文獻(文檔含英文原文和中文翻譯)外文翻譯之一EthicalLeadershipandReputation:CombinedIndirectEffectsonOrganizationalDevianceAbstractTheinterestinethicalleadershiphasgrowninthepastfewyears,withanemphasisonthemechanismsthroughwhichitaffectsorganizationallife.However,researchontheboundaryconditionsthatlimitand/orenhanceitseffectivenessisstillscarce,especiallyconcerningoneofthemainmisconceptionsaboutethicalleadership,itsincompatibilitywitheffectiveness(Brown,OrganDyn36:140–155,2007).Thus,thepresentstudy(a)examinestherelationshipbetweenethicalleadershipandorganizationaldevianceviaaffectivecommitmenttotheorganization,asareflectionofthequalityoftheemployee–organizationrelationshipand(b)proposesthisrelationshipisconditionalonthesupervisor’spersonalreputationforperformance(i.e.,themoralstandardsarecoupledwithworkeffectiveness).Usingasampleof224employeesandtheirrespectivesupervisorsfrom18organizations,weconfirmedourhypotheses(moderatedmediationmodel).Ourfindingssuggestthatethicalleadershipispositivelyrelatedtoemployees’affectivecommitmenttotheorganization,particularlywhensupervisor’sreputationforperformanceishigh,whichinturnisassociatedwithdecreasedorganizationaldeviance.Thetheoreticalandpracticalimplicationsofthesefindingsconcludethepaper.KeywordsEthicalleadershipReputationforperformanceEOROrganizationalcommitmentOrganizationaldevianceIntroductionThecorporatescandalsthathavecometothegeneralpublic’sattentioninthepastyears(e.g.,EnronandFannieMae’saccountingpractices,HPandDeutschBank’sspyingaccusations)haveagainhighlightedtheimportanceoftheethicalconductofthoseininfluentialpositions.Muchhasbeenwrittenaboutthenormativeorphilosophicalviewofethicalleadership(seeBrownandTrevin?o2006andEisenbeiss2012forareview),andtheethicaldimensionispresentinthecontemporarymodelsofleadership(e.g.,idealizedinfluencedimensionoftransformationalleadership—BassandAvolio1994).Yet,andwhileorganizationshavestartedtoexpresstheimportanceofhavingleadersthatbehaveethically(Stoutenetal.2012),ethicalscandalsarestillcommonplace.Althoughithasbeeninthemindofresearchers,practitioners,andthegeneralpublicforalongtime,onlyrecentlytheconstruct(andcorrespondingmeasure)ofethicalleadershipwasdeveloped(Brownetal.2005).Theseauthorshavedefinedethicalleadershipas‘‘thedemonstrationofnormativelyappropriateconductthroughpersonalactionsandinterpersonalrelationships,andthepromotionofsuchconducttofollowersthroughtwo-waycommunication,reinforcement,anddecision-making’’(p.120).Thisdefinitionhighlightsthreekeycharacteristics:(a)theleaderisalegitimateandcrediblerolemodel;(b)theleadernotonlyexplicitlyemphasizestheimportanceofethics,butalsoreinforcesethicalbehaviors(whiledisciplinesthosethatdonotcomplywiththestandards);and(c)theleaderevaluatestheethicalimplicationsofhis/herdecisions.SinceBrownetal.’s(2005)seminalpaper,researchersstartedtoexaminehowethicalleadershipaffectsemployees’conduct,i.e.,theprocessesthroughwhichitsinfluencetakesplace.Researchershavehighlightedmultiplemechanisms,includingtheworkenvironment(poorworkingconditions:Stoutenetal.2010;ethicalclimateandculture:Neubertetal.2009;Mayeretal.2010;Schaubroecketal.2012;Shin2012),jobcharacteristics(workload:Stoutenetal.2010;tasksignificanceandautonomy:Piccoloetal.2010)andemployees’(individuallyorasagroup)trustinleader(Newmanetal.2013)workengagement(DenHartogandBelschak2012),well-being(KalshovenandBoon2012),voice(Aveyetal.2012;Walumbwaetal.2012),psychologicalownership(Aveyetal.2012),safety(WalumbwaandSchaubroeck2009),andconscientiousness(Walumbwaetal.2012).Despitethisgrowingevidenceconcerningthemechanismslinkingethicalleadershipandemployeeoutcomes,authorsstillhighlighttheneedforfurtherresearchinthisarea(e.g.,Mayeretal.2012;Newmanetal.2013).Moreover,theboundaryconditionsthatlimitorenhancetheeffectivenessofethicalleadershiphavereceivedmuchlessattentionandusuallyemphasizeeithertheroleplayedbytheworkenvironment,suchasorganizationalpolitics(Kacmaretal.2011)andhumanresourcemanagementpractices(KalshovenandBoon2012)orbyemployees’characteristics,suchasself-esteem(Aveyetal.2011)orgender(Kacmaretal.2011).Furtherresearchontheboundaryconditionsofethicalleadershipisparticularlyrelevantasitmayhelpexplainunderwhatconditionsethicalleadershipbecomesmorevaluablefororganizationsandinfluentialforemployeebehavior.Thus,thepresentstudyaimstocontributetothediscussionconcerningtheprocessofethicalleadership,namelyhowandunderwhatcircumstancesitinfluencesemployeebehavior.First,weextendourknowledgeoftheprocessofethicalleadershipbyexaminingtheroleofsocialexchanges.Socialexchangetheory(Blau1964)hasbeenapredominantframeworkinorganizationalbehavior(CropanzanoandMitchell2005),andparticularlyinthestudyofleadership(DirksandFerrin2002;Tseetal.2013).Nonetheless,andwhileithasbeendiscussed(theoretically)asakeydimensionintherelationshipbetweenethicalleadersandtheirsubordinates(BrownandTrevin?o2006),thesocialexchangemechanismsthroughwhichethicalleadersinfluencefollowerbehaviorsareyettobeexaminedempirically(ibidem).倫理型領導和聲望：結(jié)合對組織越軌行為的間接影響作者：PedroNeves和JoanaStory國籍：葡萄牙出處：商業(yè)倫理期刊（2015）中文譯文：摘要在過去的幾年中，倫理型領導已經(jīng)引發(fā)了人們的興趣，與此同時受到重視的是倫理型領導的某種機制構成，這種機制使得倫理型領導對組織生存產(chǎn)生影響。然而，關于限制和/或加強倫理型領導效力的邊界條件的研究，仍是較為罕見的，特別是因為人們對倫理型領導主要的某種錯誤解讀，導致此類研究不具有有效性和一致性（Brown，OrganDyn36:140–155，2007）。因此，本次調(diào)查（1）通過反映員工與組織之間關系的質(zhì)量，即員工的組織情感承諾，考察倫理型領導和組織越軌行為之間的關系；（2）提出這種關系質(zhì)量的高低是以領導個人行為贏得的聲望為條件的這一發(fā)現(xiàn)（例如：倫理標準與工作績效掛鉤）。通過收集分析一組包含了來自于18個組織的224名員工以及他們領導的樣本數(shù)據(jù)，我們證實了我們的假設（即有調(diào)節(jié)的中介模型）。研究結(jié)果表明，倫理型領導與員工的組織情感承諾呈正相關關系，尤其是在領導的個人行為聲望高的情況下。這種關系的增強進而與降低組織越軌行為有關聯(lián)。文章結(jié)尾指出這些發(fā)現(xiàn)在理論和實踐上的意義。關鍵詞倫理型領導行為聲望員工—組織關系組織承諾組織越軌行為引言過去的幾年里，公司丑聞喚起廣大公民關注的現(xiàn)象（例如：安然公司和房利美協(xié)會的會計操作丑聞，惠普公司和德意志銀行的間諜指控）再次強調(diào)了倫理行為對于身居要職的領導們來說至關重要。關于倫理型領導的規(guī)范或哲學觀點已有許多論述（回顧Brown和Trevin?o，2006和Eisenbeiss，2012），在當代領導模型中也已存在倫理維度（例如：轉(zhuǎn)換型領導的理想化影響維度——BassandAvolio，1994）。然而，雖然組織機構已經(jīng)開始表明使用行為合乎倫理要求的領導的重要性（Stouten等人，2012），倫理丑聞依然十分常見。盡管研究學者，從業(yè)人員，和廣大民眾早已認識到倫理型領導這一概念，但是倫理型領導模型的構建（和相應的實踐方法）只有在近期才剛得到發(fā)展。（Brown等人，2005）這些作者們將倫理型領導定義為“通過個人行動和人際關系展現(xiàn)的規(guī)范合理的操作行為，以及經(jīng)過領導員工雙向交流，強化作用和決策制定，最終實現(xiàn)的對追隨者行為的促進”（第120頁）。該定義強調(diào)了三個關鍵特征：（1）領導須是一個正規(guī)可靠的角色模型；（2）領導不僅需要重視倫理的重要性，還需要增強自身的倫理行為（當他們的行事準則與倫理標準相悖時）；（3）領導要評估他或她的決策產(chǎn)生的倫理影響。從Brown等人2005年發(fā)表的研討文章起，研究學者們開始探究倫理型領導究竟是怎樣對員工行為產(chǎn)生影響這一論題，例如：倫理型領導通過何種程序產(chǎn)生影響。他們重點強調(diào)了多重復雜的影響機制結(jié)構，這個機制包括工作環(huán)境（惡劣的工作環(huán)境：Stouten等人，2010；倫理風向和文化：Neubert等人，2009；Mayer等人，2010；Schaubroeck等人，2012；Shin，2012），崗位特征（工作量：Stouten等人，2010；tasksignificanceandautonomy:Piccolo等人，2010）和員工（個人或集體）對領導工作投入(DenHartog和Belschak，2012)的信任感（Newman等人，2013），福利（KalshovenandBoon，2012），發(fā)言權（Avey等人，2012;Walumbwaetal.2012），心里所有權（Avey等人，2012），安全感（Walumbwa和Schaubroeck2009），責任心（Walumbwa等人，2012）等維度。盡管有越來越多連接倫理型領導領導與員工績效的機制出現(xiàn)，作者們?nèi)匀粡娬{(diào)該領域需要更多的調(diào)查研究（例如：Mayer等人，2012；Newman等人，2013）。況且，相對前文的機制而言，限制和/或加強倫理型領導效力的邊界條件受到了更少的關注，這種邊界條件重視工作環(huán)境下的角色扮演，工作環(huán)境包括組織策略（(Kacmar等人，2011)、人力資源管理實踐（KalshovenandBoon，2012）或員工特性，比如自尊（Avey等人，2011）或性別特征（Kacmar等人，2011）。倫理型領導邊界條件的進一步研究尤為重要，因為它可以幫助說明在何種情況下，倫理型領導對于組織而言更有價值，對員工行為能有更廣而深的影響。因此，本次研究致力于為有關倫理型領導過程的討論做貢獻，這種討論亦即探討倫理型領導是怎樣以及在何種情況下影響員工行為的。首先，我們通過考察社會交換的角色，擴充我們倫理型領導過程的知識存儲。社會交換理論(Blau,1964)已經(jīng)成為組織行為(CropanzanoandMitchell,2005)的有力框架,尤其在研究領導人員的情境下。盡管如此，當社會交換理論作為一個存在于領導和下屬關系中的關鍵維度被（從理論上）提及時（BrownandTrevin?o，2006），倫理型領導影響追隨者行為借助的社會交換機制尚有待于實證檢驗（同上）。

外文翻譯之二FactorsImpactingEthicalBehaviorinaChineseState-OwnedSteelCompany作者：WeihuiFu?SatishP.Deshpande國籍：美國出處：JournalofBusinessEthics原文正文：ResultsTable1showsmean,standarddeviation,andrangeofallthevariablesconsideredinourstudy.Anaveragerespondentwasa33-yearoldwith8yearsofexperience.74%oftherespondentswereworkers.Over9outof10respondentsweremen.Whilerulesandprofessionalwerethemostreportedethicalclimates,independencewastheleastreportedethicalclimate.Pearson’szero-ordercorrelationsforallvariablesarepresentedinTable2.Thereliabilities(coefficientas)ofethicalbehaviorofself,ethicalbehaviorofco-workers,ethicalbehaviorofsuccessfulmanagers,andoverclaimingareshownonthediagonalinparentheses.Ethicalbehaviorofco-workers,ethicalbehaviorofsuccessfulmanagers,caringclimate,jobexperience,andoverclaimingaresignificantlycorrelatedwithethicalbehaviorofself.Noneoftheotherclimatetypessignificantlyimpactedethicalbehaviorofself.Itisinappropriatetodrawmajorconclusionsbasedoncorrelationsastheyonlyshowtheassociationbetweentwovariablesbutsonottelluswhichvariableshasthemostimportantimpactondependentvariable.Forthis,wehavetodoregressionanalysis.Table3showstheordinaryleastsquareregressionanalysisresults.Theyprovideusstrongerevidenceonthesignificanceoftheexistingrelationships.Standardizedregressioncoefficientsshowedthatethicalbehaviorofco-workers,ethicalbehaviorofsuccessfulmanagers,rulesclimateandoverclaimingsignificantlyimpactedselfreportedethicalbehaviorofemployees.DiscussionandConclusionsChinesetradeandinvestmentpoliciesinthelastthreedecadeshaveenabledittobecometheworld’slargestexporterandthedestinationofchoiceforglobalinvestment.ThishasenabledChinanotonlybecomeaneconomicsuperpower,butalsoliftmillionsofitscitizensintothemiddleclass.AswesternbusinessesinteractwithChina,itisimportanttheyhaveagoodunderstandingConfucianvaluesystemsanditsimpactonbusinesspractices.Jackson(2001)ina10-nationstudyofculturalvaluesclassifiedhisChinesesampleashighuncertaintyavoidance.Incountrieswithhighuncertaintyavoidance,thesocietylooksforrulesandregulationstoavoidambiguity.Thus,decisionmakingintheseculturesarebasedonadherencetorules.Thus,itisnotsurprisingthatruleswerethemostprevalentclimateinourChinesesample.Adominantrulesclimateimpliesthatdecisionmakingistypicallycentralizedinthefirmandensurescontrolofdecisionmakingbytopmanagement.Itisimportanttonotethatsuchaclimatetypeistypicallyfoundinmanufacturingplants.Manufacturingplantstypicallyfocusonproductivityandefficiency.Detailedrules,regulation,andproceduresensurenodeviatesfromestablishedstandards.Thesecondmostreportedclimatetypewasprofessionalclimate.Bothrulesandprofessionalclimatetypesuseprinciplebasedethicalcriterion.However,whilethesourceofethicalreasoningforrulesclimateiswithintheorganization(managementandworkgroup),thesourceofethicalreasoningforprofessionalclimateisoutsidethefirmlikeprofessionalassociationoralaw(VictorandCullen1988).Theleastreportedclimatewasindependence.ThissuggeststhatChineseemployeesarelesslikelytoconsidertheirownpersonalandmoralbeliefsinmakingdecisionsattheworkplace.Ethicalbehaviorofco-workerswasthemostsignificantanddominantfactorimpactingethicalbehaviorofChineseemployees.Chinahasbeenreportedtohaveahighcollectivistandobligationculturetowardworkgroupsandorganizations(Jackson2001).Thismayexplainwhypeerinfluencewassocriticalinourstudy.Ethicalbehaviorofsuccessfulmanagersalsosignificantlyimpactedethicalbehaviorofemployees.Thisclearlyindicatesthatsuccessfulmanagersactasrolemodelsforactionsoftheirsubordinates.However,comparedtoethicalbehaviorofsuccessfulmanagers,ethicalbehaviorofco-workerclearlyhadagreaterimpact(0.76vs.0.14)ontheemployees.Ourresultssuggestthatifemployeesseethattheirco-workersorsuccessfulmanagersgounpunishediftheyperformdeviantbehaviororgetrewardedfortheirunethicalbehavior,theyarelikelytoalsoindulgeinsuchbehavior.RulesclimatehadasignificantimpactonethicalbehaviorofChineseemployees.Adetailedcodeofethicsisagoodwayofreinforcingarulesstrategy.ItisinterestingtonotethattheCommunistPartyofChinaCentralCommitteeissuednewcodeofethicsin2010tocontrolgrowingcorruptionamongChineseofficials.Itisimpliedthatacodeofethicswilldisseminateminimumethicalstandardswithinorganizationsandraisetheoverallethicalstandardsacrossorganizations.Othereffectivestrategiesincludeorientationprogramsfornewemployeesoncompanyrulesandprocedures.Theuseofrisk-assessmentselectiontestsduringthehiringprocesscanbeaneffectivetooltoweedoutthosewhoarerisktakersandlesslikelytofollowcompanyrulesandregulations.

中國某國有鋼鐵企業(yè)員工倫理行為的影響要素研究作者：WeihuiFuSatishP.Deshpande國籍：北京科技大學經(jīng)濟與管理學院（WeihuiFu）西密歇根大學霍沃斯商學院（SatishP.Deshpande）出處：商業(yè)倫理期刊中文譯文：結(jié)果表1顯示了我們研究中考慮到的所有變量的平均值,標準偏差和變量的統(tǒng)計范圍。接受調(diào)查人群的平均年齡是33歲，平均工作年限為8年。其中74%的調(diào)查人群的職業(yè)為鋼鐵工人。90%的調(diào)查人群