Kohlberg’s six stages of moral
development are: obedience and punishment, instrumental, interpersonal, law and
order, social contract and universal.
A person at the obedience and punishment stage does the right thing mainly to avoid punishment or to obtain approval. An employee stuck at this stage might think that the only reason not to steal money from an employer is the certainty of getting caught and then fired or even arrested.
A person at the obedience and punishment stage does the right thing mainly to avoid punishment or to obtain approval. An employee stuck at this stage might think that the only reason not to steal money from an employer is the certainty of getting caught and then fired or even arrested.
A person at the instrumental stage
becomes aware that others also have needs and begins to defer to them to get
what the individual wants. An employee at this stage might be willing to defer
to the needs of the employer to reduce absenteeism, but only if the employer
gives something in return.
A person at the interpersonal stage
considers appropriate behavior as that which pleases or is approved by friends
or family. Proper behavior exhibits conformity to conventional expectations,
often of the majority. At this stage, being seen as a “good person” with
basically good motives is important.
An employee at this stage might
focus on the importance of being a loyal employee and colleague who is always
friendly and who avoids or remains calm during conflict.
A person at the law and order stage
recognizes that ethical behavior consists of doing a person’s duty, showing
respect for authority, and maintaining the social order for its own sake. The
person sees other people as individuals and also as parts of the larger social
system that gives them their roles and obligations.
An employee at this stage might
rigidly adhere to organizational rules and regulations and legitimate orders
from superiors. The employee is likely to resist or criticize the efforts of
coworkers or superiors to bend or break the rules. At this stage of moral
reasoning, rules are considered to be necessary for the effective functioning
of the entire organization, and they should be followed even when it requires
some self-sacrifices or resisting pressures from peers. A person at the social
contract stage is aware that others hold a variety of conflicting personal
views that go beyond the letter of the law. A person at this stage understands
that, although rules and laws may be agreed on and for the most part must be
followed, they can be changed if necessary.
The individual at this stage recognizes that employees are
expected to follow the rules but also accepts the idea of breaking the rules
when those rules conflict with accepted social values. They accept the
organization permitting employees to be absent for only a specified number of
days. But if the employee believes that the absentee rules unduly restrict
freedom, he or she might also feel justified in breaking the rule or working to
make it less restrictive. Finally, a person at the universal principles stage
views appropriate conduct as determined by a person’s conscience, based on
universal ethical principles. Kohlberg felt that universal principles are
founded in justice, the public welfare, the equality of human rights, and
respect for the dignity of individual human beings. In his model, people at the
most advanced stage of ethical reasoning recognize these universal principles
and act in accordance with them rather than rules or laws.