In instances such as this, an employee may make decisions that are totally foreign to their normal character. It is these corporate ethical values that typically have the most impact on the decision-making process. Organizational ethical contexts are comprised of the moral ideologies adopted by the members of the organization, as well as the institutionalized philosophies regarding the principled conduct and the ethics codes that shape corporate strategy and action. When organizational ethical values are positively aligned with personal values, a more positive person-organization fit is acquired. Again, this fit is central in effective and efficient decision-making (Valentine, Godkin & Lucero, 2002).

The development of ethical codes, which are merely a formalized statement of the corporate ethical values, have a positive effect on reducing the number of unethical decisions that are made by employees. Employees that are members of an organization with an imposed code of ethics were found to be more ethical than those who that were members of organizations without such guidelines (as cited in Valentine et al., 2002). This is a significant piece of proof regarding the power organizational values, especially when they are clearly mandated, has on personal and professional decision-making.

The U.S.A.F.: An Example of Values Affecting Decision-Making:

The United States Air Force has a very straightforward, albeit general, set of core values, "Integrity first, service before sell and excellence in all we do" (Myers, 1997). As Myers has noted, these core values do not frame the ethical issues that are faced, the Airmen within the Air Force do. However, they utilize these core values when facing the multiple ethical demands they encounter while serving their country. Although it is argued that these servicemen...

For servicemen, this challenge is exponentially compounded in the preparing for and waging of war.
In the Air Force, Airmen are able to turn to these core values in difficult decision-making times and allow them to guide their decision-making process. They transform a simple phrase involving integrity, service and excellence into the actions taken by their personal decisions made on a daily basis. These moral standards are the compass point they can turn to when faced with difficult decisions (Myers, 1997).

Conclusion:

In the end, organizational members must make effective and efficient decisions in order to remain competitive in a hyper-competitive, rapidly changing world. The decision-making process is restrained by the values the individual is subject to, including: personal, organizational and cultural. However, as shown in this paper, these values can also help individuals make the right decision, especially when faced with an ethical dilemma and can enhance organizational commitment when both personal and organizational values are positively aligned.

References

Finegan, J.E. (Jun 2000). The impact of person and organizational values on organizational commitment. Journal of Occupational & Organizational Psychology, 73(2). Retrieved November 10, 2004, from Academic Search Premier database.

Myers, C.R. (1997). The core values. Airpower Journal, 11(1). Retrieved November 10, 2004, from Academic Search Premier database.

Valentine, S., Godkin, L., & Lucero, M. (Dec 2002). Ethical context, organizational commitment, and person-organization fit. Journal of Business Ethics, 41(4). Retrieved November 10, 2004, from ProQuest database.

How Personal, Organizational and Cultural Values Affect the Decision-Making Process