It is common for people to be more critical of others' ethical choices than of their own. This chapter explores those remarkable circumstances in which people see no evil in others' unethical behavior. Specifically, we explore 1) the motivated tendency to overlook the unethical behavior of...

Previous research on unethical behavior in organizations suggests that employees who engage in such behavior are motivated by the desire to advance their own self-interest, often acting selfishly at the expense of their own organizations. However, such behaviors also may be motivated by...

Many organizations employ interpersonal feedback processes as a structured means of informing and motivating employee improvement. Ample evidence suggests that these feedback processes are largely ineffective, and despite a wealth of prescriptive literature, these processes often fail to lead to...