Student ID Number Programme Title Business ManagementModule Title Business Ethics and Responsible ManagementModule Code (listed on Moodle and in LTAFP)Module Convenor Coursework Title ReportAcademic Declaration: Students are reminded that the electronic copy of their essay may be checked, at any point during their degree, with Turnitin or other plagiarism detection software for plagiarised material. Word Count Date Submitted [Document title] [Document … Continue reading “Business Ethics and Responsible Management | My Assignment Tutor”
Student ID Number Programme Title Business ManagementModule Title Business Ethics and Responsible ManagementModule Code (listed on Moodle and in LTAFP)Module Convenor Coursework Title ReportAcademic Declaration: Students are reminded that the electronic copy of their essay may be checked, at any point during their degree, with Turnitin or other plagiarism detection software for plagiarised material. Word Count Date Submitted [Document title] [Document subtitle] Table of Contents Part 1 A: 1 1. Introduction. 1 2. Ethical issues. 1 3. The role of business in society. 2 4. Stakeholders. 3 5. Good and bad examples. 4 6. Recommendations. 5 References 1A: 6 Part 1B.. 8 1. Introduction: 8 2. Theory of rights and justice. 8 3. Utilitarian theory. 9 References I B: 10 Part 2. 11 References 2: 15 List of Figures: Figure 1: Gender Pay Gap by sector, 2018 v. 2019 (Financial Times, 2019). 1 Figure 2: Median hourly pay gap by sector, based on data reported by 27th March 2019 (BBC, 2019) 4 Figure 3: Pay gap analysis (median and quartile range of mean and median pay gaps in banking compared to all UK companies) (Pwc, 2019). 4 Figure 4: Contrasting analysis of unethical business conduct 12 Figure 5: Formal and informal pressures for ethical behaviour (Fisher et al, 2013). 13 List of Tables: Table 1: Forms of leadership style (Walker & Miller, 2010). 11 List of Abbreviations: EML: Ethical Management Leadership CSR: Corporate Social Responsibility Part 1 A: 1. Introduction This report has been compiled for the HSBC Board and aims to ethically address gender pay gap, highlight the main issues and make recommendations using ethics theories and comparisons with other organisations. Gender pay gap reporting aims to change the way organisations respond to gender pay inequality and to encourage them to narrow the gap in the following years, helps organisations value their impact on societal issues and it is an important topic to many stakeholders (CIPD, 2018; CIPD, 2019). 2. Ethical issues HSBC’s gender pay gap report shows concerning differences in men and women’s earnings and has got the company the reputation of the “UK’s most unequal bank” (The Guardian, 2019), with the highest gap in 2017 (59%) which increased to 61% in 2018 (Reuters, 2019). Figure 1: Gender Pay Gap by sector, 2018 v. 2019 (Financial Times, 2019) HSBC’s gender pay gap raises ethical questions around discrimination, equal opportunities for both genders to progress within the company and equal pay practices: Inclusion: fewer women (7% according to The UK Government, 2019) than men are in leadership positions;Discrimination on progression within the company, as 81% of staff are female hired in the lower and lower middle quarter, and only 30% in the upper middle and top quarters (ibid.).Reward: men and women receive different performance bonus scores. Women’s mean bonus pay was almost 70% lower than men’s in 2018, 94% of the women and 95% of men received bonuses (ibid.)Risk of losing workforce, as Auto Data Processing’s survey showed that two thirds of UK employees would consider looking for another job if their current employer had an unfair gender pay gap practice (The Guardian, 2019) 3. The role of business in society Businesses are becoming more socially responsible. Their role is more than just making profits for its owners, but it’s also about giving back to the community. They provide goods and services to their customers, but also contribute to local communities through economic infrastructures via the payments to their suppliers, employees, shareholders, local taxes, whilst they can also contribute to solving social outcomes (supporting NGO’s, education, local government, environmental activists etc) and have become accountable for more than their economic impact (Franz and Petersen, 2012; Fryer, 2014). The issue of gender pay gap may impact contribute to homelessness and to financial struggles for women entering retirement (The Guardian, 2019). It may also discourage women wanting to work for HSBC and/or in financial services, building on old stereotypes that men still own and rule the world of business and women can’t occupy leading positions. HSBC it hasn’t made good progress on reducing the gap since first reported, violating the common concept of good CSR practices not thoroughly implemented, demonstrating a poor governance role and unfair treatment of its employees, potentially discriminating women in achieving top paid positions. Friedman (1970; cited in Crane and Matten, 2016) states that CSR policies taken on out of self-interest reasons, are purely profit maximization wrapped in socially-responsible policies. 4. Stakeholders Stakeholders are individuals or groups who can either benefit from the organisation or be harmed by it (Crane and Matten, 2010). HSBC’s stakeholders affected by the issue of the gender pay gap are: Employees –Lower wages can put women, especially single mothers, at the risk of poverty and also affect their pension contribution. If women perceive that the organisation’s pay practices are more favourable to men, they may feel unfairly treated and unmotivated at their jobs, which affects performance (Jehn and Bezrukova, 2010).Potential investors are likely to refrain from investing in HSBC and existing ones may wish to withdraw, as they don’t want their names associated with unethical pay practices. McKinsey (2015) study showed that in the UK, gender diversity at senior management levels improved organisations’ performance, with EBIT increased by 3.5% for every 10% increase in gender diversity, and that companies in the top quartile for gender diversity are 15% more likely to generate returns higher than the national industry medians.Government expects HSBC to publish their report every year, accompanied by a narrative explaining the context of the company, and then it releases a guide of practical measures to help organisations address the gap issue (CIPD, 2018). If HBCS fails to submit the report, the Equality and Human Rights Commission can make an investigation and take enforcement actions against them (CIPD, 2019).Customers – As consumers are more focused on business’s ethical behaviour, gender pay gap may attract negative publicity and loss in revenue (BDO, 2018). If HSBC takes tangible steps to address it, should become more attractive for its customers (CIPD, 2018).Jobseekers – Pay equity impacts companies’ ability to attract, retain and engage employees, with surveys showing that many applicants check the companies’ gender pay gap before deciding to work for them (Personnel Today, 2019). In long term, if HSBC’s talent pool will reduce because people will not be interested in sending their applications because of their reputation and HSBC’s performance may also suffer. 5. Good and bad examples According to Financial Times (2019), “the average company in the financial sector paid women 81.9p for every pound that men earned in 2018. That was an improvement on the 81.6p women received in 2017”. However, the financial sector reported the worst gender pay gaps in the market (Figure 2). Figure 2: Median hourly pay gap by sector, based on data reported by 27th March 2019 (BBC, 2019) Barclays reported a 43% gap across its national branches, saying they will address this “historic imbalance” (The Guardian, 2019). Positive progress in financial industry was achieved by Virgin Money: mean gender pay gaps decreased from 36% in 2016 to 29.7% in 2018, aiming for 50:50 gender balance by 2020. Figure 3: Pay gap analysis (median and quartile range of mean and median pay gaps in banking compared to all UK companies) (Pwc, 2019) Airline industry witnessed high gender pay gaps too. Ryanair reported the highest gap for 2018: 67% lower on mean hourly pay, with only 3% women employed in the top quarter of earners (The Guardian, 2018). Only 8 out of the 554 pilots at Ryanair are women and the company has stated that the number of women applying for pilot jobs has increased in recent years and they are committed to narrow the gap (Reuters, 2018). Positive progress in addressing gender pay gap was made by Greggs, who had a median pay gap of 7.63% in 2018, down from 11.71% in 2017, with no significant pay gap in their three low quartiles, but the top quartile, having a ratio on 50:50 of men to women, saw a gap of almost 14% (Personnel Today, 2019). 6. Recommendations Based on the issues highlighted above and on the published research related to the topic, the following recommendations are made, in accordance to the Government’s guidelines: Career planning and leadership development programmes such as targeted mentoring, coaching and training for female employees.Transparency to promotion, pay and reward processes (policies and criteria), so that managers can objectively assess employees and employees are clear how. HSBC could not ask job applicants for salary history, more women should be shortlisted for promotions and more family-friendly benefits to be added (Cotton, 2019; cited by BBC, 2019)Appoint diversity managers to monitor diversity in talent management (recruitment and promotion) to reduce the risk of biased decision taken by mangers, because they would know they can be assessed and held accountable.Measures to encourage work-life balance and female talent retaining. HSBC should prioritize fostering and promoting a healthy work environment, providing transparent and fair wages and benefit packages available, to attract and retain workforce.Inclusion of competent, highly skilled female workforce at strategic decision-making levels;Put in place an effective and open communication system at all levels of the organisation. References 1A: BBC (2019) Gender pay gap: Can it be fixed? Available at: https://www.bbc.co.uk/news/business-47785669 (Accessed: 03 November 2019) BDO (2018) Article: How could Gender Pay Reporting affect your business? Avaible at: https://www.bdo.co.uk/en-gb/insights/audit-and-assurance/governance-risk-compliance/how-could-gender-pay-reporting-affect-your-business (Accessed: 03 November 2019) CIPD (2018) Gender pay gap reporting: an introduction Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/gender-pay-gap-reporting/factsheet (Accessed: 23 October 2019) CIPD (2019) Not just a number: lessons from the first year of gender pay gap reporting Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/gender-pay-gap-reporting/lessons-report (Accessed: 23 October 2019) Financial Times (2019) UK banks among companies with largest gender pay gaps. Available at: https://www.ft.com/content/487de270-57b3-11e9-91f9-b6515a54c5b1 (Accessed: 05 April 2019) Fryer, M. (2014) Ethics Theory & Business Practice. Los Angeles: SAGE HSBC (2019) UK Gender Pay Gap Report Available at: https://www.hsbc.com/our-approach/esg-information (Accessed at: 28 November 2019) Jehn, K.A. and Bezrukova, K. (2010), “The fault line activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes”, Organizational Behavior and Human Decision Processes, Vol. 112 No. 1, pp. 24-42. McKinsey (2015) Why diversity matters. Available at: https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters (Accessed: 03 November 2019) Personnel Today (2019a) Gender pay gap reporting: How to get it right for 2019. Available at: https://www.personneltoday.com/hr/gender-pay-gap-reporting-how-to-get-it-right-for-2019/ (Accessed 03 November 2019) Personel Today (2019b) The gender pay gap may be narrowing, but why? Available at: https://www.personneltoday.com/hr/gender-pay-gap-may-be-narrowing-but-why/ (Accessed: 03 November 2019) PWC (2019) Gender Pay Gap Reporting. Available at: https://www.pwc.co.uk/services/human-resource-services/gender-pay/spotlight-on-banking.html (Accessed: 25 October 2019) Reuters (2018) Ryanair’s 67 percent UK gender pay gap widest among airlines. Available at: https://uk.reuters.com/article/us-ryanair-pay-gender/ryanairs-67-percent-uk-gender-pay-gap-widest-among-airlines-idUKKCN1HA1LY (Accessed: 06 November 2019) Reuters (2019) HSBC criticized as UK gender pay gap widens. Available at: https://uk.reuters.com/article/us-britain-banks-pay/hsbc-criticized-as-uk-gender-pay-gap-widens-idUKKCN1P422R (Accessed: 02 November 2019) Robinson, S., Smith, J., Franz, R. and Petersen, H. (2012), “Role of business: a portfolio model of corporate social responsibility”, Journal of Global Responsibility, Vol. 3 No. 1, pp. 83-110. https://doi.org/10.1108/20412561211219300 The Guardian (2018) Ryanair reveals worst gender pay gap in airline industry. Available at: https://www.theguardian.com/business/2018/apr/03/ryanair-reveals-worst-gender-pay-gap-airline-industry (Accessed: 06 November 2019) The Guardian (2019) UK’s most unequal bank: HSBC’s gender pay gap grows to 61%. Available at: https://www.theguardian.com/business/2019/jan/08/uks-most-unequal-bank-hsbcs-gender-pay-gap-grows-to-61##targetText=The%20bank%20released%20an%20update,from%2029%25%20to%2030%25. (Accessed: 02 November 2018) The Guardian (2019) Gender pay gap: discrimination found to be most significant contributor to inequality. Available at: https://www.theguardian.com/world/2019/aug/22/gender-pay-gap-discrimination-found-to-be-most-significant-contributor-to-inequality (Accessed: 03 November 2019) The Guardian (2019) Gender pay gap: What did we learn last year? Available at:https://www.theguardian.com/world/ng-interactive/2019/apr/05/gender-pay-gap-what-did-we-learn-this-year (Accessed: 03 November 2019) The Guardian (2019) Gender pay gap figures show eight in 10 UK firms pay men more than women. Available at: https://www.theguardian.com/world/2019/apr/04/gender-pay-gap-figures-show-eight-in-10-uk-firms-pay-men-more-than-women (Accessed: 03 November 2019) The UK Government (2019) HSBC Bank PLC Gender pay gap report. Available at: https://gender-pay-gap.service.gov.uk/Employer/AFV2D97I/2019 (Accessed 02 November 2019) Part 1B 1. Introduction: This section analyses ethical theories that apply to HSBC’s gender pay gap in order to recommend actions to help resolve it. 2. Theory of rights and justice Locke’s theory of rights advanced from the very basic rights to life, freedom and property to concepts such as consent, privacy, fair treatment, fair legal process etc (Crane and Matten, 2016). Natural rights are basic entitlements that must be respected and assured to everyone, no matter their race, religion, nationality, sexual orientation etc (ibid.). Rawls’s theory of justice presents a normative approach in deciding on how a society should look like – “the original position” – a reference point for social, political and economic systems (Fisher et al., 2013). Justice is the concurrent fair treatment in which everybody in a certain situation get what they deserve and can assess how equally and fairly rights are performed (Crane and Matten, 2016). Beauchamp and Bowie (1997; cited in Crane and Matten, 2016) have further developed this theory to outline two main sides of fairness: Fair procedures (procedural justice): is everyone free to get rewards for their efforts?Fair outcomes (distributive justice): are the consequences distributed justly, based on needs or merits? The jobseekers’ rights are HSBC’s duty to respect, protect and facilitate, through fair and transparent, un-biased recruitment and selection processes. The theory of rights and justice states that an action that violates someone’s rights is unethical, irrespective of its impact on the greater good (Alder and Gilbert, 2006). Therefore, HSBC’s hiring practices must be assessed not in relation to an overall pattern, but based on the effect of that decision on individual applicants’ rights. Looking at the distribution of male and female employees in all quartiles, it can be assumed that recruitment and selection managers may be biased and involuntarily discriminate women during the process. Ideally, justice would include both fair procedures and fair outcomes, but it may not always be achievable. In the case of HSBC, in order to reduce the gender pay gap, there is the risk of reverse discrimination, where women may be favourited against men in the case of promotions or recruitment and selection for higher paid roles, therefore an unfair procedure may be applied against men that may have better skills and experience and would be a better fit than their female competitors. In business contexts, the rights of the organisation’s customers, employees, job applications are the responsibility of the said organisation (Fryer, 2014). Therefore, treating jobseekers fairly requires that managers perform recruitment in such manner that any applicant with the same skills, knowledge, experience, ambition or talent have equal chances for competitive success, setting the scene for meritocracy. To ensure fairness and transparency to jobseekers, HSBC recruiters must be trained to become aware of unintentional biases that may affect their decisions. As studies show that interviewers rate candidates that they perceive to be similar to them, it is important to ensure an equal gender representativity within those carrying out the assessments to avoid biased decision in favour of men that may have similar skills and experience as women, scoring similar levels in practice assessments. 3. Utilitarian theory Utilitarianism, a consequentialist theory developed by Bentham and Mill, rests on the principlethat an action is morally right if it produces the greatest amount of good upon the greatest amount of people (Crane and Matten, 2016). Bentham (1982; cited in Fisher et al., 2013) emphasised that one must measure characteristics such as: intensity, duration, certainty, extend, closeness, richness and purity, when considering utilitarian principles in a decision. From the utilitarian perspective, the issue of gender pay gap is not morally right, as it has negative consequences on the majority of HSBC’s employees (53% women) (HSBC, 2019). Therefore, the greater amount of good (higher pay rates) apply to a minority of people: men employees, representing 47% of HSBC UK staff (ibid.). One of the strengths of utilitarianism theory is that it can be used in assessing specific business circumstances and it’s not concerned with short-term results, but it requires a longer-term assessment of the outcomes of an action, which is consistent with good business practices (Frederick, 1999). It can be considered a democratic principle, as it supports decision making in the best interest of the majority of people. However, utilitarianism has some limitations It’s subjective to the person who carries out the assessment of pleasures and pains (Dion, 2012). Additionally, it may not always be the case that one can quantify the costs and benefits of each situation and finally, it may be discriminating minorities, if only the greater good for the greatest numbers of people is taken into consideration when deciding to act in a certain way (Crane and Matten, 2016). There also situations when it’s difficult of accurately forecast the consequences of an action, as psychological evidence shows overconfidence in people who make predictions (Fischoff et al., 1977). Using utilitarian principles to find a solution to reduce the gender pay gap at HSBC will require an assessment of the consequences of any action considered to address the issue may have on the business and its stakeholders. The final goal is to bring the pay levels between genders to a balance and utilitarian principles aim to ensure that resources are distributed to the people who would most benefit from them (Stein, 2006), in this case the resource being financial and the main beneficiaries being HSBC’s female employees. Developing career planning and leadership programmes targeted on women staff, applying transparent policies in promotion and reward processes for all employees, adopt work-life balance arrangements are actions that will result in the “greatest good”, to include: encouraging women with family commitments to compete for promotions that they wouldn’t consider while working in a strict office hours environment, training on leadership will benefit women to step up the top quartile, reduce the risk of biased promotion decision against single mothers that may be perceived as not fully dedicated. If applied, these utilitarian measures will in time reduce the gender pay gap that HSBC is currently trying to overcome. References I B: Alder, G.S. & Gilbert, J. J (2006) Achieving Ethics and Fairness in Hiring: Going Beyond the Law Bus Ethics. Journal of Business Ethics. 68(4) 449-464. Available at: https://doi.org/10.1007/s10551-006-9039-z (Accessed: 20 November 2019) Crane and Matten (2016) Business ethics: managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press Dion, M. (2012), “Are ethical theories relevant for ethical leadership?”,Leadership & Organization Development Journal, Vol. 33 No. 1, pp. 4-24 https://doi.org/10.1108/01437731211193098 Fischoff, B., Slovic, P. and Lichtenstein, S. (1977) ‘Knowing with certainty: the appropriateness of extreme confidence’, Journal of Experimental Psychology, 3 (4), 552–64. Fisher, C., Lovell, A., Valero-Silva, N. (2013) Business ethics and values (4th ed.) Harlow: Pearson Frederick, R. (1999) Companion to Business Ethics. Oxford: Blackwell Publishers Fryer, M. (2014) Ethics Theory & Business Practice. Los Angeles: SAGE HSBC (2019) UK Gender Pay Gap Report Available at: https://www.hsbc.com/our-approach/esg-information (Accessed at: 28 November 2019) Stein, M.S. (2006) Distributive Justice and Disability: Utilitarianism against Egalitarianism. New Haven: Yale University Part 2 This section of the report is a reflection on ethical leadership management (ELM). Large organisations appoint ethical and/or compliance managers to be responsible for ethical leadership, who oversee social responsibility codes, ethics education, ensure the organisation is compliant with codes and standards (Fisher et al, 2013). In small companies, ethics falls usually under the MD’s duties. Leadership is the process of influencing others’ activities through goal setting and achievement (Boddy, 2017). The main leadership styles are showed below: Table 1: Forms of leadership style (Walker & Miller, 2010) Trait leadership theory outlines what personal characteristics (level of intelligence and skills, and personality factors) contribute to effective leadership (Jones and George, 2014). Trevino et al. (2003; cited in Brown and Trevino, 2006) found that the ethical leader’s main traits are: honesty, trustworthiness, fairness, principled decision-making, care for the society and ethical behaviour in both professional and personal lives. Ethical leadership shows and encourages a standardised behaviour in actions, communication, collaborations and decision-making processes (Brown et al, 2005). The two approaches of managing for an ethical culture – culture change and cultural learning – unfold two ethical leadership methods. The culture change leader’s role is to articulate the values and standards the organisation aspires to and then inspire and motivate employees to follow their lead (Crane and Matten, 2016). Ethical leadership stands on two elements (Trevino et al, 2000; cited in Crane and Matten, 2016): moral person (who shows individual traits such as honesty and integrity) and moral manager (who shows concerns for the organisation’s ethics and values and develops principles that guide employees’ actions). From the cultural learning perspective, leaders are more preoccupied with fostering employees’ autonomy and free moral agents (ibid.). Toor and Ofori (2009) found that ethical leadership in a positive organisational culture stimulates leader effectiveness, employee satisfaction and tendency to put in extra effort, seconding the idea that a supportive organisational culture cultivates sound ethical leadership (Figure 4). In an opposite scenario, when the organisation’s top management tolerate an unethical culture, ethical leaders may not be able to turn it around: i.e. Douglas Durand, VP of Tap Pharmaceutical, tried to get the sales representatives to stop bribing doctors and other unethical behaviours, by appealing to their ethics, putting in place reward systems, which, without the support of senior management, haven’t been successful, forcing Durand to report these practices and leave the company in the end (Kidwell and Martin, 2006). Figure 4 displays a brief analysis of why unethical business happens and how to avoid it (Fryer, 2015): Figure 4: Contrasting analysis of unethical business conduct Ethical practice is demanded by external entities (Government, society, activists), as well as from within the organisation itself and ethical managers ensure the business complies with the law and with other (not legally binding) commitments, such as codes of ethics (Fisher et al, 2013). Integrity, one of the most important traits of an ethical leader, plays an important role in ensuring that ethical conduct is in place and followed in organisations. The concept is based on sound judgement and seeking consistency to moral principles and values in thought and action (Fisher et al, 2013; Crane and Matten, 2016), To ensure ethical management, businesses must apply the compliance approach, which foresees, prevents, identifies and punishes violations of the law (Crane and Matten, 2016). Figure 5: Formal and informal pressures for ethical behaviour (Fisher et al, 2013) A strict code of ethics that all employees must comply with won’t contradict the conscience of a member of the organisation that is characterised by integrity and therefore has no issue in following the rules and guidelines of what the company’s ethical behaviour and act in accordance to these. However, if the individual has low ethical traits levels, he/she might struggle to accept and act in accordance to the ethical behavioural expectations. In my previous employment in the financial sector, I witnessed unethical recruitment, selection and pay practices in one of the company’s newly established departments. The managers hired for similar roles: an analyst of African origins and a white female professional with whom they had worked previously. Even if the male analyst was hired six months before the female analyst joined, his salary was 30% lower than hers, although their experience and academic achievements were comparable. In this instance, I recognised unethical behaviour from the two managers in recruiting for the second analyst job vacancy: they have favourited someone they knew already, without advertising the role, discriminating other jobseekers who had the right of being aware of the opportunity in order to send in their applications. Such practice, which violates someone else’s rights, is not consider ethical under the theory of rights and justice. Under the same theory, I believe that the male analyst was discriminated, even unintentionally, by biased managers. He had been with the company longer than the new female hire, had similar skills as hers, but his salary for a similar analyst job was 30% lower than hers, breaking ethics values and discriminating based on race and different cultural background. In conclusion, ELM is an evolving practice that must be delivered by ethical leaders with traits such as integrity and honesty, to name a few, but who are also willing to develop new skills and knowledge. However, as seen in the case of Durand, ethical leadership must be supported at the senior management level through codes of ethics and CSR policies, to help the leader influence and motivate employees towards an ethical conduit. Although illegal, not just unethical, favouritism recruitment may still occur in organisations nowadays and HR must be involved in recruitment and selection stages to ensure an ethic process, and in reward decision making, to ensure fair pay levels, based on jobs’ required skills and performance. References 2: Aronson, E. (2001), Integrating Leadership Styles and Ethical Perspectives. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 18: 244-256. doi:10.1111/j.1936-4490.2001.tb00260. Boddy, D. (2017) Management: An Introduction (7th Ed). Harlow: Pearson Education Brown, M.E., Treviño, L.K. and Harrison, D.A. (2005), “Ethical leadership: a social learning perspective for construct development and testing”, Organizational Behavior and Human Decision Processes, Vol. 97 No. 2, pp. 117-34. Brown, M. E. and Treviño, L.K. (2006) ‘Ethical leadership: A review and future directions’ The Leadership Quarterly, Vol 17, Issue 6, pp. 595-616. https://doi.org/10.1016/j.leaqua.2006.10.004. Crane and Matten (2016) Business ethics: managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press Fisher, C., Lovell, A., Valero-Silva, N. (2013) Business ethics and values (4th ed.) Harlow: Pearson Fryer, M. (2014) Ethics Theory & Business Practice. Los Angeles: SAGE Jones, G. & George, J. (2014) Contemporary Management (9th Ed.) New York: McGraw Hill Kidwell, R. and Martin, C. L. (2005) Managing Organizational Deviance. Thousand Oaks: Sage Publications Toor, S-ur-R. & Ofori, G. (2009) Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics. 90. 533-547. 10.1007/s10551-009-0059-3 Walker, J. R. & Miller J. 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