Productivity and the Moral Manager

Thomas D. Lynch

Louisiana State University

Cynthia E. Lynch

Southern University

Peter L. Cruise
California Sate University, Chico

In this article, the authors argue that there is a positive relationship between productivity and morality in public-sector organizations. If there are ethical problems such as corruption in such organizations, the administrative answer typically is added rules, more complex procedures, and greater sanctions. In other words, we increase organizational red tape to confront our ethical problems rather than address the real problem directly. Using a systems modeling approach informed by Kohlberg’s moral development theory and Friedrich’s view of “inner controls,” we suggest (a) a more direct method to assess the level of ethical development in organizations and (b) a technique by which to improve public-sector organization productivity that places greater emphasis on individual morality rather that on more administrative controls.

In this article, we argue that there is a relationship between productivity and morality in an organization. If there are ethical problems such as corruption in an organization, the administrative answer typically is adding more rules and making more complex procedures. In other words, we increase the red tape to confront our ethical problems rather than address the real problem directly. In the article, we suggest how we can address that problem directly by building on the literature of individual moral development so that we upgrade our organizations directly rather than lower efficiency by adding red tape.

As advances in technologies accelerate the increase of organizational and institutional relationships, the need for a strong foundation in moral principles also accelerates. An organization can purposefully develop cultural values to control the way its members behave (George & Jones, 1996).