倫理行為中英文對(duì)照外文翻譯文獻(xiàn)

PAGE -PAGE１-倫理行為中英文對(duì)照外文翻譯文獻(xiàn)倫理行為中英文對(duì)照外文翻譯文獻(xiàn)(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(lǐng)導(dǎo)和聲望：結(jié)合對(duì)組織越軌行為的間接影響作者：PedroNeves和JoanaStory國(guó)籍：葡萄牙出處：商業(yè)倫理期刊（2015）中文譯文：摘要在過(guò)去的幾年中，倫理型領(lǐng)導(dǎo)已經(jīng)引發(fā)了人們的興趣，與此同時(shí)受到重視的是倫理型領(lǐng)導(dǎo)的某種機(jī)制構(gòu)成，這種機(jī)制使得倫理型領(lǐng)導(dǎo)對(duì)組織生存產(chǎn)生影響。然而，關(guān)于限制和/或加強(qiáng)倫理型領(lǐng)導(dǎo)效力的邊界條件的研究，仍是較為罕見(jiàn)的，特別是因?yàn)槿藗儗?duì)倫理型領(lǐng)導(dǎo)主要的某種錯(cuò)誤解讀，導(dǎo)致此類(lèi)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(guò)反映員工與組織之間關(guān)系的質(zhì)量，即員工的組織情感承諾，考察倫理型領(lǐng)導(dǎo)和組織越軌行為之間的關(guān)系；（2）提出這種關(guān)系質(zhì)量的高低是以領(lǐng)導(dǎo)個(gè)人行為贏得的聲望為條件的這一發(fā)現(xiàn)（例如：倫理標(biāo)準(zhǔn)與工作績(jī)效掛鉤）。通過(guò)收集分析一組包含了來(lái)自于18個(gè)組織的224名員工以及他們領(lǐng)導(dǎo)的樣本數(shù)據(jù)，我們證實(shí)了我們的假設(shè)（即有調(diào)節(jié)的中介模型）。研究結(jié)果表明，倫理型領(lǐng)導(dǎo)與員工的組織情感承諾呈正相關(guān)關(guān)系，尤其是在領(lǐng)導(dǎo)的個(gè)人行為聲望高的情況下。這種關(guān)系的增強(qiáng)進(jìn)而與降低組織越軌行為有關(guān)聯(lián)。文章結(jié)尾指出這些發(fā)現(xiàn)在理論和實(shí)踐上的意義。關(guān)鍵詞倫理型領(lǐng)導(dǎo)行為聲望員工—組織關(guān)系組織承諾組織越軌行為引言過(guò)去的幾年里，公司丑聞喚起廣大公民關(guān)注的現(xiàn)象（例如：安然公司和房利美協(xié)會(huì)的會(huì)計(jì)操作丑聞，惠普公司和德意志銀行的間諜指控）再次強(qiáng)調(diào)了倫理行為對(duì)于身居要職的領(lǐng)導(dǎo)們來(lái)說(shuō)至關(guān)重要。關(guān)于倫理型領(lǐng)導(dǎo)的規(guī)范或哲學(xué)觀點(diǎn)已有許多論述（回顧Brown和Trevin?o，2006和Eisenbeiss，2012），在當(dāng)代領(lǐng)導(dǎo)模型中也已存在倫理維度（例如：轉(zhuǎn)換型領(lǐng)導(dǎo)的理想化影響維度——BassandAvolio，1994）。然而，雖然組織機(jī)構(gòu)已經(jīng)開(kāi)始表明使用行為合乎倫理要求的領(lǐng)導(dǎo)的重要性（Stouten等人，2012），倫理丑聞依然十分常見(jiàn)。盡管研究學(xué)者，從業(yè)人員，和廣大民眾早已認(rèn)識(shí)到倫理型領(lǐng)導(dǎo)這一概念，但是倫理型領(lǐng)導(dǎo)模型的構(gòu)建（和相應(yīng)的實(shí)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(lǐng)導(dǎo)定義為“通過(guò)個(gè)人行動(dòng)和人際關(guān)系展現(xiàn)的規(guī)范合理的操作行為，以及經(jīng)過(guò)領(lǐng)導(dǎo)員工雙向交流，強(qiáng)化作用和決策制定，最終實(shí)現(xiàn)的對(duì)追隨者行為的促進(jìn)”（第120頁(yè)）。該定義強(qiáng)調(diào)了三個(gè)關(guān)鍵特征：（1）領(lǐng)導(dǎo)須是一個(gè)正規(guī)可靠的角色模型；（2）領(lǐng)導(dǎo)不僅需要重視倫理的重要性，還需要增強(qiáng)自身的倫理行為（當(dāng)他們的行事準(zhǔn)則與倫理標(biāo)準(zhǔn)相悖時(shí)）；（3）領(lǐng)導(dǎo)要評(píng)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(xué)者們開(kāi)始探究倫理型領(lǐng)導(dǎo)究竟是怎樣對(duì)員工行為產(chǎn)生影響這一論題，例如：倫理型領(lǐng)導(dǎo)通過(guò)何種程序產(chǎn)生影響。他們重點(diǎn)強(qiáng)調(diào)了多重復(fù)雜的影響機(jī)制結(jié)構(gòu)，這個(gè)機(jī)制包括工作環(huán)境（惡劣的工作環(huán)境：Stouten等人，2010；倫理風(fēng)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(gè)人或集體）對(duì)領(lǐng)導(dǎo)工作投入(DenHartog和Belschak，2012)的信任感（Newman等人，2013），福利（KalshovenandBoon，2012），發(fā)言權(quán)（Avey等人，2012;Walumbwaetal.2012），心里所有權(quán)（Avey等人，2012），安全感（Walumbwa和Schaubroeck2009），責(zé)任心（Walumbwa等人，2012）等維度。盡管有越來(lái)越多連接倫理型領(lǐng)導(dǎo)領(lǐng)導(dǎo)與員工績(jī)效的機(jī)制出現(xiàn)，作者們?nèi)匀粡?qiáng)調(diào)該領(lǐng)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(duì)前文的機(jī)制而言，限制和/或加強(qiáng)倫理型領(lǐng)導(dǎo)效力的邊界條件受到了更少的關(guān)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(shí)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(lǐng)導(dǎo)邊界條件的進(jìn)一步研究尤為重要，因?yàn)樗梢詭椭f(shuō)明在何種情況下，倫理型領(lǐng)導(dǎo)對(duì)于組織而言更有價(jià)值，對(duì)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(guān)倫理型領(lǐng)導(dǎo)過(guò)程的討論做貢獻(xiàn)，這種討論亦即探討倫理型領(lǐng)導(dǎo)是怎樣以及在何種情況下影響員工行為的。首先，我們通過(guò)考察社會(huì)交換的角色，擴(kuò)充我們倫理型領(lǐng)導(dǎo)過(guò)程的知識(shí)存儲(chǔ)。社會(huì)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(lǐng)導(dǎo)人員的情境下。盡管如此，當(dāng)社會(huì)交換理論作為一個(gè)存在于領(lǐng)導(dǎo)和下屬關(guān)系中的關(guān)鍵維度被（從理論上）提及時(shí)（BrownandTrevin?o，2006），倫理型領(lǐng)導(dǎo)影響追隨者行為借助的社會(huì)交換機(jī)制尚有待于實(shí)證檢驗(yàn)（同上）。

外文翻譯之二FactorsImpactingEthicalBehaviorinaChineseState-OwnedSteelCompany作者：WeihuiFu?SatishP.Deshpande國(guó)籍：美國(guó)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(guó)某國(guó)有鋼鐵企業(yè)員工倫理行為的影響要素研究作者：WeihuiFuSatishP.Deshpande國(guó)籍：北京科技大學(xué)經(jīng)濟(jì)與管理學(xué)院（WeihuiFu）西密歇根大學(xué)霍沃斯商學(xué)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(biāo)準(zhǔn)偏差和變量的統(tǒng)計(jì)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