Value orientations: a case study of north Indian manufacturing managers

Abstract

Purpose It is argued that ethical ideology espoused by an individual provides the framework within which individuals contemplate the issues and determine the right way to behave. This paper aims to report the findings of a study designed to examine the ethical orientations of managers. Design/methodology/approach This study was conducted on a sample of 175 managers and was drawn from 12 large manufacturing organizations in the state of Punjab, India, using Forsyth's ethics position questionnaire. Findings It was found that the large majority of managers were situationists and only a small percentage were absolutists. Research limitations/implications The sample in this study is restricted to large manufacturing enterprises only and reports espoused values only. Practical implications An understanding of the value orientations of managers is valuable for business representatives from other cultural contexts when working with their Indian counterparts. It is also a useful input in establishing organisational strategies for management development and training for expatriate assignments and leadership roles. Originality/value The author is of the belief that, at the present time, this is the largest study of personal ethical orientations of practising managers in the manufacturing sector in Punjab, India. It adds to the work done by various researchers into ethical beliefs and values of managers in various cultural contexts.

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