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The current management literature suggests that when employees engage in wrongdoing, managers typically respond with punishment. The emerging moral repair literature suggests an alternative to punishment: a reparative response that focuses on repairing harm and restoring damaged relationships. However, little is currently known about restorative managerial responses, including why managers respond to employee wrongdoing in a reparative versus punitive manner. The purpose of this paper is to examine a variety of cognitive and emotional influences on this managerial decision.

This study used a scenario-based survey methodology. The authors gathered data from 894 managers in sales and financial services contexts to test a set of hypotheses regarding individual-level influences on managers’ punitive versus restorative responses.

This study found that managers’ restorative justice orientation, retributive justice orientation, social considerations (e.g. when employees are relatively interdependent versus independent), instrumental considerations (e.g. when the offender is highly valuable to the organization) and feelings of anger influenced their reparative versus punitive responses.

Data are cross-sectional, so causality inferences should be approached with caution. Another potential limitation is common method bias due to single-source and single-wave data.

The findings of this study show that managers often opt for a restorative response to workplace transgressions, and this study surfaces a variety of reasons why managers choose a restorative response instead of a punitive response.

This study focuses on social order and expectations within the workplace. This is important to victims, offenders, observers, managers and other stakeholders. This study seeks to emphasize the importance of social factors, a shared social identity, social bonds and other relationships within this manuscript. This is an important component of organizational-focused restorative justice research.

This is the first study, to the best of the authors’ knowledge, to explicitly test individual-level influences on managers’ reparative versus punitive responses to employee wrongdoing.

This field survey focused on two constructs that have been developed to represent the ethical context in organizations: ethical climate and ethical culture. We first examined issues of convergence and divergence between these constructs through factor analysis and correlational analysis. Results suggested that the two constructs are measuring somewhat different, but strongly related dimensions of the ethical context. We then investigated the relationships between the emergent ethical context factors and an ethics-related attitude (organizational commitment) and behavior (observed unethical conduct) for respondents who work in organizations with and without ethics codes. Regression results indicated that an ethical culture-based dimension was more strongly associated with observed unethical conduct in code organizations while climate-based dimensions were more strongly associated with observed unethical conduct in non-code organizations. Ethical culture and ethical climate-based factors influenced organizational commitment similarly in both types of organizations. Normative implications of the study are discussed, as are implications for future theorizing, research and management practice.

Attempts to discover whether African Americans who aspire to managerial positions are the victims of racial discrimination. Seeks to provide insight into the perceptions of these candidates against a managerial profile. Provides the results of a survey of 231 African American students at a business school of a historically African‐American University in the southern USA. Concludes that some African‐Americans’ experiences are unique to this minority.

This research presents a comprehensive explanation of unethical pro-organisational behaviour (UPB), an emerging phenomenon in organisational behaviour and especially in moral behaviour research. The authors tested the fit of Culture-Identification-Ideology-UPB moral behaviour model. The results indicate that individuals having strong organisational identification and high relativism ethical ideology may indulge in the practice of UPB. Interestingly, our study also reveals that strong ethical organisational culture may not restrain, rather may facilitate UPB. The authors concluded with suggestions for the practitioners and future scope of research.

“Which advertisement fits reality?” asked Pamela Butler, researcher into gender communication. The top ad represents selected adjectives used to describe feminine characteristics in the Bern Sex Role Inventory (BSRI), a psychometric testing instrument, while the bottom ad represents so‐called masculine personality characteristics. The ads were adapted from Butler's advertisements for “Insurance Executives” in Self‐Assertion for Women.

Wanted: Manager Affectionate, childlike person who does not use harsh language, to head our administrative division. We want someone who is cheerful and eager to sooth hurt feelings. The position requires gullibility. This is the perfect job for the tender, yielding individual. Wanted: Manager Competitive, ambitious person with leadership ability to head our administrative division. We want someone who is dominant and self‐sufficient. The position requires strong analytical ability. This is the perfect job for a self‐reliant, independent person.

For generations, Britain has had a household delivery of fresh milk; from the days before the Great War when it was delivered by a horse‐drawn milk float, with the roundsman often bringing the housewife to the door with his cries of “Milk‐O!”. The float had a churn and milk was delivered in a small can, served out by a dipper. This was the start of the distributive trade, organised between the Wars, from which the present industry has emerged. The trade gave universal acceptance to the glass bottle, returnable for household delivery, only the method of sealing has changed. There have been many demands for its abandonment in favour of the carton, of which recent years has seen a rise in its use in the increasing sales of milk by supermarkets and stores. Despite the problems with returnable vessels, the glass bottle has a number of advantages. The milk, including the cream line, is clearly visible, and short measure is most unlikely, which is a growing problem with carton‐filled milk. The number of prosecutions for short measure with cartons must be causing concern to trading standards departments. There is nothing to indicate the offence until the carton is opened.