伦理行为中英文对照外文翻译文献

PAGE -PAGE１-伦理行为中英文对照外文翻译文献伦理行为中英文对照外文翻译文献(文档含英文原文和中文翻译)外文翻译之一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).伦理型领导和声望：结合对组织越轨行为的间接影响作者：PedroNeves和JoanaStory国籍：葡萄牙出处：商业伦理期刊（2015）中文译文：摘要在过去的几年中，伦理型领导已经引发了人们的兴趣，与此同时受到重视的是伦理型领导的某种机制构成，这种机制使得伦理型领导对组织生存产生影响。然而，关于限制和/或加强伦理型领导效力的边界条件的研究，仍是较为罕见的，特别是因为人们对伦理型领导主要的某种错误解读，导致此类研究不具有有效性和一致性（Brown，OrganDyn36:140–155，2007）。因此，本次调查（1）通过反映员工与组织之间关系的质量，即员工的组织情感承诺，考察伦理型领导和组织越轨行为之间的关系；（2）提出这种关系质量的高低是以领导个人行为赢得的声望为条件的这一发现（例如：伦理标准与工作绩效挂钩）。通过收集分析一组包含了来自于18个组织的224名员工以及他们领导的样本数据，我们证实了我们的假设（即有调节的中介模型）。研究结果表明，伦理型领导与员工的组织情感承诺呈正相关关系，尤其是在领导的个人行为声望高的情况下。这种关系的增强进而与降低组织越轨行为有关联。文章结尾指出这些发现在理论和实践上的意义。关键词伦理型领导行为声望员工—组织关系组织承诺组织越轨行为引言过去的几年里，公司丑闻唤起广大公民关注的现象（例如：安然公司和房利美协会的会计操作丑闻，惠普公司和德意志银行的间谍指控）再次强调了伦理行为对于身居要职的领导们来说至关重要。关于伦理型领导的规范或哲学观点已有许多论述（回顾Brown和Trevin˜o，2006和Eisenbeiss，2012），在当代领导模型中也已存在伦理维度（例如：转换型领导的理想化影响维度——BassandAvolio，1994）。然而，虽然组织机构已经开始表明使用行为合乎伦理要求的领导的重要性（Stouten等人，2012），伦理丑闻依然十分常见。尽管研究学者，从业人员，和广大民众早已认识到伦理型领导这一概念，但是伦理型领导模型的构建（和相应的实践方法）只有在近期才刚得到发展。（Brown等人，2005）这些作者们将伦理型领导定义为“通过个人行动和人际关系展现的规范合理的操作行为，以及经过领导员工双向交流，强化作用和决策制定，最终实现的对追随者行为的促进”（第120页）。该定义强调了三个关键特征：（1）领导须是一个正规可靠的角色模型；（2）领导不仅需要重视伦理的重要性，还需要增强自身的伦理行为（当他们的行事准则与伦理标准相悖时）；（3）领导要评估他或她的决策产生的伦理影响。从Brown等人2005年发表的研讨文章起，研究学者们开始探究伦理型领导究竟是怎样对员工行为产生影响这一论题，例如：伦理型领导通过何种程序产生影响。他们重点强调了多重复杂的影响机制结构，这个机制包括工作环境（恶劣的工作环境：Stouten等人，2010；伦理风向和文化：Neubert等人，2009；Mayer等人，2010；Schaubroeck等人，2012；Shin，2012），岗位特征（工作量：Stouten等人，2010；tasksignificanceandautonomy:Piccolo等人，2010）和员工（个人或集体）对领导工作投入(DenHartog和Belschak，2012)的信任感（Newman等人，2013），福利（KalshovenandBoon，2012），发言权（Avey等人，2012;Walumbwaetal.2012），心里所有权（Avey等人，2012），安全感（Walumbwa和Schaubroeck2009），责任心（Walumbwa等人，2012）等维度。尽管有越来越多连接伦理型领导领导与员工绩效的机制出现，作者们仍然强调该领域需要更多的调查研究（例如：Mayer等人，2012；Newman等人，2013）。况且，相对前文的机制而言，限制和/或加强伦理型领导效力的边界条件受到了更少的关注，这种边界条件重视工作环境下的角色扮演，工作环境包括组织策略（(Kacmar等人，2011)、人力资源管理实践（KalshovenandBoon，2012）或员工特性，比如自尊（Avey等人，2011）或性别特征（Kacmar等人，2011）。伦理型领导边界条件的进一步研究尤为重要，因为它可以帮助说明在何种情况下，伦理型领导对于组织而言更有价值，对员工行为能有更广而深的影响。因此，本次研究致力于为有关伦理型领导过程的讨论做贡献，这种讨论亦即探讨伦理型领导是怎样以及在何种情况下影响员工行为的。首先，我们通过考察社会交换的角色，扩充我们伦理型领导过程的知识存储。社会交换理论(Blau,1964)已经成为组织行为(CropanzanoandMitchell,2005)的有力框架,尤其在研究领导人员的情境下。尽管如此，当社会交换理论作为一个存在于领导和下属关系中的关键维度被（从理论上）提及时（BrownandTrevin˜o，2006），伦理型领导影响追随者行为借助的社会交换机制尚有待于实证检验（同上）。

外文翻译之二FactorsImpactingEthicalBehaviorinaChineseState-OwnedSteelCompany作者：WeihuiFu•SatishP.Deshpande国籍：美国出处：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.

中国某国有钢铁企业员工伦理行为的影响要素研究作者：WeihuiFuSatishP.Deshpande国籍：北京科技大学经济与管理学院（WeihuiFu）西密歇根大学霍沃斯商学院（SatishP.Deshpande）出处：商业伦理期刊中文译文：结果表1显示了我们研究中考虑到的所有变量的平均值,标准偏差和变量的统计范围。接受调查人群的平均年龄是33岁，平均工作年限为8年。其中74%的调查人群的职业为钢铁工人。90%的调查人群