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How to Develop a Strong Work Ethic

• Tutti Taygerly

Hiring managers want to see your motivation, can-do attitude, and dedication.

In our early career years, it can be challenging to figure out what behaviors are and are not acceptable in different professional environments. Employers are now expecting more of entry-level workers and they want to see that you have good work ethic. So what is work ethic?

• Work ethic refers to a set of moral principles, values, and attitudes around how to act at work. It often surrounds what behaviors are commonly acceptable and appropriate (or not).
• Qualities like reliability, productivity, ownership and team support all demonstrate professional integrity, or a strong commitment to ethical behavior at work. In contrast, low-quality work, tardiness, or lack of attention to details demonstrates bad work ethic.
• If you’re new to the workplace, a good way to start is by observing. Pay attention to how your coworkers behave in meetings to gain a better understanding of their “etiquette,” as well as the communication styles of different people and teams. Another essential part of building good work ethic is adopting a “do it like you own it” attitude. You can do this by being proactive in small, but powerful, ways.

Have you ever wondered about how to behave appropriately at work? Throughout your career, and especially in the early years, it’s challenging to figure out what behaviors and attitudes are and are not acceptable in different professional environments. The more you traverse companies and industries, the clearer your understanding will become. When you’re just starting out, though, it can be hard to pin down these behaviors.

• Tutti Taygerly is an executive coach and speaker with 20+ years of product design experience in Silicon Valley. Her book Make Space to Lead: Break Patterns to Find Flow and Focus on What Matters Most (Taygerly Labs, 2021) shows high achievers how to reframe their relationship to work.

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Importance of Work Ethic

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Published: Jun 13, 2024

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Introduction, impact on individual performance, organizational success, broader societal implications.

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What is work ethic and why is it important for success?

Work ethic is a set of values guiding professional behavior, encompassing integrity, responsibility, quality, discipline, and teamwork. It's crucial for success as it drives productivity, fosters employee satisfaction, and enhances a company's reputation, thereby contributing to individual and organizational achievements.

HR content specialist at Workable, delivering in-depth, data-driven articles to offer insights into industry and tech trends.

As HR professionals and SMB employers, you are often faced with the challenge of fostering a culture that values and promotes strong work ethic.

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This article aims to shed light on the concept of work ethic, its importance, and how it can be cultivated and maintained in the workplace.

What is work ethic?

The concept of work ethic involves a set of principles, values, and beliefs that influence how individuals behave and make decisions in their professional lives. It directly affects productivity, job satisfaction, and the overall reputation of a company.

According to a recent survey conducted by ZipDo, an astonishing 83% of employees view work ethic as a highly important trait in their coworkers. This data highlights the significance of work ethic in today’s work environment.

The 5 pillars of work ethics

Work ethic is built on five key elements, from integrity to discipline and teamwork. Work ethic sets the way for a proper and successful work environment. Check the list below:

1. Integrity

This involves being honest, ethical, and reliable in all professional dealings. It’s about doing the right thing, even when no one is watching.

How to achieve it: Be honest and ethical in all your dealings. Keep your promises and be reliable.

2. Responsibility

This involves taking ownership of one’s actions and decisions, and being accountable for the outcomes.

How to achieve it: Take ownership of your actions and decisions. Be accountable for the outcomes.

This involves striving for excellence and taking pride in one’s work.

How to achieve it: Strive for excellence in your work. Take pride in what you do.

4. Discipline

This involves showing commitment, perseverance, and self-control in achieving one’s goals.

How to achieve it: Show commitment and perseverance in achieving your goals. Exercise self-control.

5. Teamwork

This involves working effectively with others to achieve common goals.

How to achieve it: Work effectively with others. Be cooperative and supportive.

These elements are not just theoretical constructs; they are values that have been endorsed by thought leaders and executives alike..

Top work ethic skills you need to look for

In the professional world, individuals with a strong work ethic possess certain qualities that set them apart. These characteristics, often referred to as the hallmarks of good work ethic, are highly valued by employers and contribute to long-term success.

Here are some key traits:

Reliability : Individuals with a strong set of values are known for their dependability. They consistently meet deadlines, fulfill commitments, and can be counted on to complete tasks efficiently and effectively. Their reliability instills trust and confidence in both colleagues and superiors.

Dedication : Those with a strong work ethic are deeply committed to their work. They go above and beyond to achieve excellence and are willing to put in the extra effort when needed. They are motivated by their passion for their profession and take pride in producing high-quality results.

Initiative : Individuals with a strong work ethic are proactive and take initiative in their roles. They don’t wait for instructions or guidance but instead actively seek out opportunities to contribute and make a difference. They are self-starters who are always looking for ways to improve and take on new challenges.

Professionalism : Strong work ethic is often associated with professionalism. Individuals with this trait conduct themselves in a manner that reflects well on their organization. They maintain a positive attitude, communicate effectively, and treat others with respect and courtesy. They understand the importance of representing their company in a positive light.

Adaptability : Those with a strong work ethic are adaptable and flexible in their approach to work. They can easily adjust to changing circumstances, handle unexpected challenges, and embrace new technologies or processes. Their willingness to adapt ensures they can continue to perform at a high level regardless of the circumstances.

Accountability : Individuals with a strong work ethic take responsibility for their actions and outcomes. They don’t make excuses or shift blame onto others. Instead, they own up to their mistakes, learn from them, and strive to improve. They understand that accountability is essential for personal and professional growth.

Time management: Those with a strong work ethic are skilled in managing their time effectively. They prioritize tasks, set realistic goals, and are able to meet deadlines without sacrificing quality. They understand the value of time and strive to maximize productivity in their workday.

Benefits of solid work ethics

A strong set of values benefits organizations in several ways. It leads to increased productivity, as employees with a strong work ethic are more likely to be dedicated and committed to their work.

According to a Taylor & Francis paper employees with a strong work ethic identify better themselves and even influence sick days and return to office issues. This not only boosts productivity but also reduces costs for the organization.

A strong work ethic also improves employee morale. When employees see that their efforts are recognized and valued, they are more likely to feel satisfied and motivated.

Moreover, a company with a strong work ethic is likely to enjoy a better reputation, which can attract top talent and customers.

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How would you describe your work habits? Interview questions answered

Man is a creature of habits . And we do not change easily, especially after we reach certain age, and have been following our routines for years . But each new job is a chance to change something in our life. A chance to grow (or to decline), an opportunity to learn something new, and perhaps even form new work habits . And since our habits have an impact on our productivity , as well as on our relationships with colleagues at work, hiring managers like to ask about them in the interviews. It isn’t an easy question , because many people cannot even tell what their work habits are. And what about you?

As a rule of a thumb, you should focus on good habits , routines that should help you be more productive and achieve your goals in the job. A bit of honesty doesn’t harm as well though. Mentioning a bad habit (such as always arriving five minutes late to meetings, or not really listening when colleagues are talking to you), can win you the favor of many interviewers. Especially when you elaborate on it , explaining that you try your best to get rid of a bad habit , and perhaps replace it with a good one.

Let’s have a look at 7 sample answers to this intriguing question. I tried to include in my selection answers for both experienced employees and fresh graduates (people applying for their very first job), some unconventional answers, and all in all you should be able to come up with your own fitting answer after going through the list. Enjoy!

7 sample answers to “How would you describe your work habits?” interview question

• I have a few habits all my former colleagues know and can confirm. One of them is always replying to emails immediately , as soon as I open them. I find it much more effective than waiting and prioritizing messages and then ending up with a big pile of unanswered emails . Because in my last job communication was very important. And so as soon as I got an email I opened it, and either deleted it or answered it immediately. My second habit is taking initiative in the meetings . I am the one to raise unpleasant questions , and also the one to answer such questions from other managers. Certainly I have also other work habits, but these two stand out in my view, and I hope they will help me to achieve great results in my new job.
• To be honest, I am just forming my work habits , because I’ve been employed for two years only. One thing that stand out, however, at least in my view, is an excellent focus on the task at hand . I never listen to music or work on several tasks simultaneously, or daydream while in the job. On the contrary, I give 100% of my attention to the task I am working on at the moment. In my experience, it helps me to complete the work faster than my colleagues, and it is perhaps a good habit. But as I’ve said, I am still young and forming my other habits. Perhaps I can learn some great work habits from the managers in your company.
• I would call out two things. One–and that’s definitely a habit I want to change , is being five minutes late to every meeting. I just must improve my time management , because while five minutes isn’t a long time, and perhaps my colleagues accept that, the really successful people are punctual , and also those minutes add up in a long run, and we are losing time. Second habit–and that’s perhaps a good one, is being honestly interested in the needs and feelings of my colleagues . I find it natural to talk to people, to perceive how they feel, to ask questions, to offer words of encouragement , and so on. In my experience, it helps a lot with relationship building in the workplace.
• My most obvious work habit is an obsession with planning . I like to have an in-detail plan for every day in work , including even minor tasks. Sometimes at the start of the day I know what I will do every minute at work. And while this helps me to stay productive and waste minimum of time , it can sometimes backfire, especially when things change suddenly. Because I have a tendency to stick to the plan and then I sometimes lack flexibility , and ability to adapt quickly to changes. As you can see, I am still trying to find the right balance here , and perhaps a job with you can be a great opportunity to do so.
• This is my first job application , and so I haven’t had a chance to develop any work habits yet . Of course, I have some experience from college, for example when I was preparing for exams. We can also call that period “work”, in a sense it is a job of a student to prepare for the exams… In the exam period, my habit was to always start early , and do the majority of studying in the morning , when my mind was fresh and I found it easier to concentrate and learn something. And I think I’d like to do the same at work, because my mind really works the best in the morning. Other than that I cannot specify any work habits, but hope to form good habits in my new job , because I want to be successful, and that would be tough without fostering the right habits.
• My main work habit is to always keep learning . Working in IT, I am aware of the scary pace the technology evolves at. Unless I adapt, I will become a second-class programmer , and I cannot afford it. That’s why I keep learning the code, watching tutorials, experimenting in my free time, and basically do all I can to stay on the top of the things. I have one bad habit as well though. It happens to me sometimes that I get extremely absorbed in my work . Colleagues talk to me and I am not listening , or a manager tells me to do something and I immediately forget . Well, there is always room for improvement I guess. I am aware of this bad habit, and hopefully I can get rid of it in my new job.
• Speaking honestly, I try to keep things simple when it comes to work habits. I always arrive on time , take care of my duties, stay courteous to the customers , regardless of how I feel, or how they treat me. Sticking to these simple rules helps me to deliver the expected results month after month. I definitely want to do the same in my new job, hopefully with your corporation.

Speak in a “normal language”, elaborate on your habits

You may have a tendency to use many “power words” in your interview answers, just because a lot of interview coaches and self-proclaimed gurus suggest you to do so. In my opinion, this is an outdated advice , and most hiring managers are tired of such answers. What’s more, they sound completely unnatural…

I suggest you to speak in a normal language, describing your habits and how they impact you in your daily work (just like you can learn on my list of sample answers), because at the end of the day, that’s what matters for the interviewers. You can also elaborate on each habit. If it is a bad one, ensure them that you try your best to get rid of it, or to replace it with a good habit . And if it is a good habit, one which helps you to achieve better results at work, tell them that you want to keep it in your new job as well.

Ready to answer this tricky interview question? I hope so! Do not forget to check also sample answers to other tough interview questions :

• Tell me about a time when you had to learn something new .
• What motivates you in work?
• How do you handle success?
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A Strong Work Ethic Can *Make* Your Career and Character—Here's How to Develop It

It pays to work hard

Maskot / Getty Images

Characteristics of a Strong Work Ethic

How to develop a strong work ethic, work ethic skills for success, the downside to a strong work ethic.

My mother was relentless in instilling a strong work ethic in my family. Growing up, we didn’t have much. But we believed in self-reliance and getting things done, no matter what, to get the things we did have. Her value systems forever shaped my attitude and behaviors, teaching me to channel a wholehearted commitment to my actions. 

Chrystal Ramos , a Headspace mental health coach and coach manager, defines a strong work ethic as the ability to set goals and stick to those objectives until they are achieved. According to Ramos, dedication, discipline , productivity , and flexibility are essential qualities for success.

Dreaming about your desires is one thing; taking action to go after them is another. Here’s how and why you should develop a strong work ethic.

Jeremy Dela Rosa , executive advisor for founders and spiritual life coach, notes possessing a strong work ethic can help you show up to work with increased focus, courage, and problem-solving. 

A work ethic is made up of many qualities that contribute to your success and effectiveness in the workplace. Dela Rosa shares some characteristics below: 

Reliability and Integrity

“Follow through on your commitments to build trust . When others trust you, it cultivates a willingness to give you their time, attention, energy, and ideas,” Dela Rosa says. Examples include meeting your deadlines, following through on your projects, and being on time. “More importantly, when you can trust yourself - your confidence rises, fear loses its hold on you, and making decisions becomes easier.”

Flexibility

Dela Rosa points out that society is undergoing rapid shifts, affecting virtually every job on the market today. Adaptability is key to navigating these changes: “Set yourself up for success by accepting that things never remain static, be willing to let go of old patterns and beliefs that no longer serve you and the team, and constantly experiment with new ideas. By letting go of your personal preferences and comfort zone, you will find new perspectives, clarity, and creative solutions with greater ease.”

Set yourself up for success by accepting that things never remain static, be willing to let go of old patterns and beliefs that no longer serve you and the team, and constantly experiment with new ideas.

Humility and Ownership

You won’t know everything and you’ll make mistakes. That’s OK. “Recognize that this is not a reflection of your inherent worth, but rather an opportunity to learn, improve, and take accountability where you can do better and try new angles. Doing so dramatically improves your working relationship with others and builds loyalty with your customers.”

Collaboration

“We live in a world of immense complexity, with many layers of systems constantly interacting with each other - economic, technological, social, legal, or environmental,” Dela Rosa says. “Your ability to support and work with others is an absolute necessity. Without it, you can’t be a team player and tackle challenges with others. This requires clear communication, reciprocity, integrity, and a genuine interest in the well-being of others.” 

Perseverance

"It may seem easier to give up sometimes, for it often takes multiple tries to get things right," Dela Rosa explains. "Whether it be in life, business, or relationships - the greatest rewards are hidden behind the discomfort. Having the grit and resilience to overcome adversity is a superpower, letting you ascend to unimaginable heights.” 

Benefits of Developing a Strong Work Ethic

Developing a strong work ethic is rewarding as you can see your tangible results and it enhances your professional reputation. As your reputation builds, you prove you can take responsibility for your outcomes, sharpening your ability to thrive in dynamic work settings. 

“There are few things more satisfying than seeing your creations completed, shining with a high quality that only you could produce at your best,” Dela Rosa continues. “Whether it be a happy customer, an increase in sales, a more efficient process, or a more beautiful product - having a strong work ethic enables you to consistently deliver, and deliver well.”

A strong work ethic helps you organize your priorities, tasks, and time effectively to meet challenges head-on, reinforcing positive habits. Despite inevitable moments of stress, procrastination, overwhelm, and distraction, you can rely on your hard-earned discipline to push your projects to completion.

“When you deliver consistently, people start to notice. They trust in your capabilities, they respect your input, they gravitate towards your energy, and they become your biggest supporters,” he says. “Your efforts can open up opportunities for a salary increase, promotion, partnership, or a dream job.”

If you don’t have a strong work ethic, it’s easy to feel demotivated, underperform, and turn in sloppy work at your job.

A solid work ethic is needed to maintain motivation, productivity, and high-quality work. When you care about your goals, team, and overall output, it becomes easier to approach your career with a positive attitude and commitment to excellence. 

Ramos says, “A person can develop a strong work ethic by finding out their ‘why’ and ‘what?’.  Why are you here?  What do you want to accomplish?  What do you ultimately hope to achieve?” Engaging in a contemplative dialogue with yourself to identify these motivations and then defining the core principles are pivotal steps to establish pillars in how you approach work.

Dela Rosa shares tips he uses in his coaching practice to guide new founders, entrepreneurs, and members of organizations through this process. 

• Set a vision for who you are and what you stand for: “Understand who you truly are and what you value most. Is it integrity, consistency, quality, speed, pragmatism, creativity, compassion? Envision yourself operating at your absolute best and what that looks and feels like. Then show up each day and make the choices that represent that ideal self.”
• Practice self-discipline: “Believing in something and acting on it are two different things. Each day, commit to small achievable actions and activities that adhere to your goals and principles. Over time, this consistent behavior will turn into habits and routines and yield compounding returns.”
• Set boundaries : He recommends being firm around distractions such as social media, email, and nonessential meetings. Learn to say no when necessary and commit to following through on your true priorities to get your tasks done.  
• Surround yourself with motivated people. “Individuals naturally conform to their environment, and that includes other people. Surround yourself with peers and colleagues who share similar values and work ethics. Their positive influence and feedback can help motivate and inspire you to stay focused and committed to your own goals.”

A 2022 study found job satisfaction is determined by the concept of “realizing a perfect image of oneself,” which is less about viewing your job as a forced obligation and more about seeing it as a space to refine and master your skills.

As you accomplish goals with cognitive effort, your brain releases dopamine, flooding your body with satisfaction. So, whether it’s doing a good job flipping burgers or project managing, doing those tasks with intrinsic motivation pulls the same reward chemical levers in your brain.

This perspective is especially relevant today, as society increasingly shifts away from hustle culture to combat the burnout experienced by younger generations within the capitalist framework.

Among Gen Z, there’s a notable embrace of “ quiet quitting ,” which rejects the idea that work must be the center of your life. At its best, its values can enforce strong boundaries for work/life balance, reclaim your time, and find meaning in your work since you're making time in life for your happiness.

What are some work ethic skills for success? For starters, Dela Rosa suggests being curious about your job which will incentivize you to seek out new knowledge and acquire new skills. He explains that conscientiousness, paying attention to details, and striving for diligence play a big role in your daily efforts.

“The greatest problem solvers are proactive, self-driven, forward-thinking, and solutions-focused,” he says. “By taking initiative, anticipating future needs, and creating solutions before being asked, you lead the way in preventing delays, minimizing disruptions, and accelerating progress. These are key elements to improving work ethic.”

Examples of a Strong Work Ethic

Let’s explore how a strong work ethic can show up in different professions. In education, it might be a science teacher who passionately conducts engaging experiments in class to excite students. In healthcare, it looks like a nurse who goes above and beyond to provide compassionate care to their patients. In entrepreneurship, it may be demonstrated by a founder tirelessly dedicated to their vision, working around the clock to achieve their goals. 

According to Ramos, here are some other pillars you can add to your work ethic to help you succeed further:

• Advocating for yourself: This helps you take control of your career, how you interact with others, and the projects you’re taking on.
• Prioritizing and being intentional about planning your work-life: Manage your time and energy so you can be thoughtful about caring for yourself while juggling work commitments. 
• Educating yourself as a subject matter expert: By staying updated with continuous learnings, you can learn new perspectives and also network with other individuals in your field. 
• Asking for feedback: This feedback helps you identify blind spots, understand how others perceive your work, and grow professionally. 
• Seeking out mentorship: A mentor can look out for your career path, provide opportunities for growth, and offer support and guidance. 

Most importantly, a strong work ethic benefits the team. Dela Rosa says, “When I recollect the best people I’ve worked with, I always remember the ones who were reliable. They showed up with a smile on their face, followed through, and owned their mistakes. Not only did I feel safe and confident they were on my team, but it was an absolute joy to be in their presence and collaborate.”

Although having a strong work ethic can help you get ahead with your job, it can have detrimental effects on your personal life and mental health when taken too far. Dela Rosa notes a strong work ethic can sometimes translate into excessive self-criticism , workaholism, and perfectionism if one strives for flawless execution. To avoid this pitfall, he recommends practicing self-compassion, setting realistic goals , and celebrating your achievements –no matter how small.

“Working long hours and neglecting personal needs can result in burnout, which impacts mental and physical health,” he says. To prevent burnout , he advises his clients to delegate tasks and focus on their health, hobbies, loved ones, and restorative activities such as meditation, exercise, or reading.

Too much focus on your work ethic may lead to excessive performance and criticizing people who aren't able to match your pace. Doing this can disconnect you from your empathy and emotions as you focus more on doing than being. “Judging others based on their work habits can create tension and undermine team cohesion,” Dela Rosa says. “Focus on your own progress and appreciate diversity in working styles. It fosters a supportive work environment where everyone feels valued and respected.”

What This Means For You

Developing a strong work ethic can be a powerful asset in life. By being driven and actualizing your ambitions, you can count on yourself to see your goals through to the end. As you apply yourself and set your goals, it’s important to recognize when you need to recharge to take care of yourself .

When you’re able to effectively channel your hard work, you can fulfill your dreams and find your individual independence.

Grabowski D, Chudzicka-Czupała A, Stapor K. Relationships between work ethic and motivation to work from the point of view of the self-determination theory .  PLoS One . 2021;16(7):e0253145.

Westbrook A, Braver TS. Dopamine does double duty in motivating cognitive effort .  Neuron . 2016;89(4):695-710.

By Julie Nguyen Julie Nguyen is a certified relationship coach and freelance mental health and sexuality writer. Her writing explores themes around mental well-being, culture, psychology, trauma, and human intimacy.

Essay on Work Ethics and Professionalism

Students are often asked to write an essay on Work Ethics and Professionalism in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Work Ethics and Professionalism

Introduction.

Work ethics and professionalism are essential in any job. They help maintain a positive environment and ensure success.

Work Ethics

Work ethics refer to the moral principles that guide our actions at work. They include honesty, responsibility, and respect.

Professionalism

Professionalism means conducting oneself with responsibility, integrity, and competence. It’s about doing your job effectively and respectfully.

Good work ethics and professionalism lead to job satisfaction and success. They build trust and respect among colleagues.

Also check:

250 Words Essay on Work Ethics and Professionalism

Introduction to work ethics and professionalism.

Work ethics and professionalism are fundamental principles that govern the conduct of individuals in a professional setting. These principles are quintessential in defining an individual’s character, commitment, and integrity within the workplace.

Understanding Work Ethics

Work ethics encompass a set of values based on hard work and diligence. It involves a belief in the moral benefit and importance of work and its inherent ability to strengthen character. A strong work ethic emanates from an individual’s inner drive and perseverance to achieve success. It includes attributes like reliability, responsibility, quality, discipline, and teamwork.

Professionalism: A Vital Component

Professionalism, on the other hand, is the conduct, behavior, and attitude of an individual in a work or business environment. It involves maintaining a level of etiquette, exhibiting a positive attitude, showing respect to others, and demonstrating a high level of competence and efficiency. Professionalism is about conducting oneself in a manner that enhances one’s image and the image of the organization one represents.

The Intersection of Work Ethics and Professionalism

Work ethics and professionalism are intertwined. A professional with strong work ethics is likely to be more successful because they are dependable, respectful, and competent. They value their work, respect their obligations, and strive for excellence.

500 Words Essay on Work Ethics and Professionalism

Work ethics and professionalism are two integral elements that define the caliber and value of an individual in a professional setting. Work ethics refer to a set of moral principles that guide a person’s actions in the workplace, while professionalism is the conduct, behavior, and attitude of someone in a work or business environment.

Work ethics are a set of values centered on the notions of hard work and diligence. It involves a belief in the moral benefit of work and its ability to enhance character. An individual with a robust work ethic exhibits qualities such as integrity, responsibility, quality, and discipline. These values are not inherent; they are cultivated through experiences and societal interactions.

The Essence of Professionalism

Professionalism, on the other hand, is the practical application of work ethics. It is reflected in an individual’s conduct, behavior, and attitude in the workplace. Professionalism involves maintaining an appropriate level of etiquette, demonstrating a high degree of competence, and showing respect for others in the workplace.

Professionalism is not just about following a set of rules; it’s about embodying a professional identity. This includes being reliable, respectful, and accountable. It also means being able to handle criticism constructively, communicate effectively, and maintain a positive attitude, even in challenging situations.

The Interplay between Work Ethics and Professionalism

The presence of work ethics and professionalism in an individual can significantly enhance their career growth. Employers value these traits as they contribute to a positive work culture, improved productivity, and a better reputation for the company.

In conclusion, work ethics and professionalism are not just desirable traits but essential for anyone seeking to excel in their professional life. They are the pillars upon which successful careers and organizations are built. By fostering these values, individuals can not only enrich their professional journey but also contribute to creating a healthy and productive work environment. The cultivation of work ethics and professionalism is a continuous process, one that demands conscious effort and commitment. But the rewards, both personal and professional, are well worth the effort.

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• Work Ethic Definition & Elements of a Strong Work Ethic

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In this article, you’ll learn 1) the work ethic definition , 2) why work ethic is super important , 3) the work ethics that are in high demand in businesses, and 4) how to develop a strong work ethic .

WORK ETHIC DEFINITION

What is work ethic, and its purpose.

In its simplest definition, a system of moral principles is called ethics. They affect how people lead their lives, for life is an unbroken stream of decision-making and ethics are concerned with what is the right moral choice, for individuals and for society. This is also known as a moral philosophy. The etymology of ethics is derived from the Greek word ethos , meaning habit, custom, disposition or character.

Ethics are therefore concerned with these sorts of moral decision: how to live an ethical life, rights and responsibilities, right and wrong language, what is good and bad and so on. Contemporary notions of ethics have been handed on from philosophy, religions, and global cultures. Ethics are debated in topics such as human rights, right to life, and professional behavior.

In a business, an ethical code is a defined set of principles which guide an organization in its activities and decisions and the firm’s philosophy may affect its productivity, reputation, and bottom line.

Among staff ethical behavior ensures work is completed with integrity and honesty and staff that are ethical adhere to policies and rules while working to meet the aims of the enterprise. An ethically positive, healthy work culture enhances morale among employees.

Work Ethic Definition and Meaning

Traditionally, work ethic has been understood as a value based on hard work and diligence. Capitalists, for example, believe in the necessity of working hard and in consequential ability of enhancing one’s character. Socialists suggest that a concept of “hard work” is deluding the working class into being loyal workers of the elite; and working hard, in itself, is not necessarily an honorable thing, but simply a way to create greater wealth for those at the summit of the economic pyramid.

These values have been challenged and characterized as submissive to social convention and authority, and not meaningful in and of itself, but only if a positive result accrues. An alternative perception suggests that the work ethic is now subverted in a broader, and readily marketed-to society. This perspective has given us the phrase “work smart”.

In recent times, many say that a work ethic is now obsolete and that it is no true any longer that working more means producing more, or even that more production leads to a better life… this is, of course, not to be confused with quality productivity.

Here is one of the views about work ethic from Will Smith and how important it is where Will says (about 2:00 during the interview):

“I’ve never viewed myself as particularly talented. Where I excel is ridiculous sickening work ethic”

IMPORTANCE OF WORK ETHIC

Those with a strong work ethic have inculcated principles that guide them in their work behavior. This leads them to consistent higher productivity, without any prodding that many require to stay on track. Therefore, whether staff are naturally this way or need be trained, if possible, into such an attitude is determined by the managers.

Productive Work

Individuals with a good work ethic are usually very productive people who work at a faster pace. They regularly accomplish more work, more quickly than those who lack a work ethic, for they do not quit until the work which they are tasked is completed. At least in part, this is also due to the fact that they wish to appear to be stronger employees, and thus, they wish to appear to be of more benefit to their managers and the company.

Cooperation

Cooperative work can be highly beneficial in a business entity, individuals with a good work ethic know this well. They understand the usefulness of cooperation, e.g., teamwork — they often put an extensive amount of effort into working well with others.

Such people usually respect company authority enough to cooperate with anyone else with whom they are paired, in a polite and productive way, even if the individuals in question are not so ethically inclined.

Ethics in Organizational Culture

Employers, executives and employees, all adhering to an ethics code stimulate an ethical work culture. Business leaders must lead by exhibiting the behavior they wish to see in employees.

Reinforce ethical conduct by rewarding employees who show the integrity and values that coincide with company policy, and discipline those who make the wrong ethical decisions. Positive ethics culture improves morale in a business, plus it may increase productivity and employee retention which cuts the costs of employee churning, consequentially financially benefitting an organization as improved productivity improves company efficiency.

BASIC WORK ETHIC FOR AN ORGANISATION

Ideally, the policies a business operates with are compassion, fairness, honor, responsibility, and integrity. One of the best ways to communicate organizational ethics is by training employees about company standards. Basic work ethics for any organization should include:

• Uniform rules and regulations: An ethical organizational example is the common treatment of all staff, i.e., with the same respect, regardless of race, culture, religion, or lifestyle, with equal chances for promotion. Therefore, small company managers should desist from favoring any one employee, for it can lead to lawsuits and is also highly counterproductive.
• Communication of the rules and regulation to all employees: Company policies must be clearly communicated to each employee with a transparency at all levels of the hierarchy. Employees are the spine of all organizations and should have a say in the goals and objectives of a firm.
• Respect for Employees: Respect employees and in return receive the same. Regulations should not be so rigid, and therefore, don’t expect staff to attend work two days before a marriage. If somebody is not well, don’t ask them to attend office unless or until there’s an emergency.
• Allow a degree of freedom to employees without constant micro-management: Key roles of responsibility need to be established on the first day of joining with responsibilities commensurate with a person’s expertise. Employees should be inducted into training if needed.
• Clear cut salary and promotion policy: Employees crib if they are underpaid. Make sure they get what is deserved and decided in the presence of the person. A major attrition factor is a poor appraisal, promotion prospects are ideally based on merit, not favor. Clarity is crucial.
• Clear and uniform holiday schedule: It is the responsibility of human resource professionals to prepare the holiday calendar at the beginning of the year and circulate the same among all employees.
• Effects of Work Ethics within an organization : Preferably a workplace ethic culture will ensure that employers guide and mentor staff appropriately while management treats all as equal. Transparency is essential.
• How Leadership ethics and Employee ethics can impact the organization: Owner and executive level accountability is a vital function of leadership. Executives, as equally as employees, are expected to be honest and transparent. Organizations need to abide by ethical norms; all of which benefit the consumer, the society and the firm.
• A written code of ethics and standards (ethical code).
• Ethics training for executives, managers, and employees.
• The availability of ethical situational advice (i.e. advice lines or offices).
• A confidential reporting system.

HOW TO DEVELOP STRONG WORK ETHIC

The employment market is now so competitive that if one doesn’t have a positive work ethic, then employers do not bat an eyelid about looking for someone who meets their firm’s requirement.

As a positive work ethic is vital to a business success, then each person from the CEO to new staff, must inculcate this to keep the company functioning optimally. Get to work promptly, arriving late always starts a workday badly, and signals that you are not committed. Take into consideration traffic, weather and so on and leave home to reach on time. Take responsibility for your actions, which includes being punctual.

Step 1: Be professional about your work

Professionalism is beyond a clean shirt, for it includes one’s values, attitude, and demeanor. Practice being cordial and positive while refraining from gossip. Knowing how to communicate constructively and positively, while respecting the feelings of others is an invaluable tool. Respect others and develop a reputation for having integrity, meaning honesty, fairness, and consistency in what you do and say.

Reliability and honesty: Work ethic is more than completing long hours for its foundation is integrity. To develop integrity, one can:

• Act the same when people are not watching you, as when they are.
• Perform consistently at the same level of quality. Be conscientious. Be honest in all things.

Honesty isn’t a business policy, it is a state of mind.

Deliver best outputs: A work ethic is fundamental to success at anything, plus it makes you a valuable employee. For career advancement this is more important than ever before. In work assignments strive to exceed expectations by paying attention to details and making the quality of work your central priority. Everyone can work fast, but few will deliver best quality outputs with few mistakes.

Keep everything in an organized method like a good file system for documents (both soft and hard copy), so you can retrieve these easily to get on with the essential tasks. All of us have times when we are more productive, some in the early morning, some later at night. Identify and schedule the difficult work to be completed in those periods.

Be consistent in delivering good quality work and earn good reputation : Everything worthwhile accomplishing requires discipline. Remain focused on a long-term goal while avoiding getting side-tracked by a short-term gratification. To be persistent and able to follow through on assignments… Train yourself.

However productive you may be, there is always an opportunity to increase one’s level of quality work. Effectiveness means doing the work that matters. Be effective first, then become efficient. Efficient is achieving improved output in less time. There is no point in becoming efficient at doing that non-value added work.

Step 2: Manage your time

Know your strength and weaknesses (including potential distractions, so you can avoid them):  Evaluate work. Identifying one’s weaknesses and making a plan to improve these areas builds a stronger work ethic. One way of evaluating this is to create a list summarizing the skills and requirements of your work, and the strengths and weaknesses. Be honest about weaknesses, and what it is that distracts you – this is step one in learning to manage those weaknesses.

Distractions are everywhere – Twitter, Facebook, TV, mobile, etc. Complete these before arriving at work for a no-distraction period. Turn off the internet and see how you start doing work in due time. Ditch the unimportant. If the work is nice-to-do but not need-to-do. Stop it.

Accelerate becoming a more productive employee by regularly visualizing yourself as channeled toward higher accomplishments. Vision yourself as highly efficient and feed the subconscious mind with this vision until it is accepted as a command. The individual that you ‘‘vision”, is the individual that you “become”. Lastingly successful people have one common denominator: they focus on strengths and manage around any weaknesses

Set yourself deadlines for delivering even small tasks: Being able to complete your tasks and finish what you start, is an essential part of character building. You cannot imagine a fully mature, fully functioning person who is unable to finish what she begins. The development of this habit is the key to long-term success. Don’t waste time by doing stuff that is not important? Constantly evaluate to check which things absolutely must get done.

Prioritize tasks and set the most important ones in the morning: Complete projects and tasks immediately. A trademark behavior of a worker with a poor work ethic is delaying work until another day, which usually only leads to an incomplete or late project.

Avoid procrastination: Procrastinating is a great waste. Imagine all that could be accomplished by eliminating procrastination from this moment on. To overcome procrastination, first realize that it’s not the real issue. Procrastination, laziness, bad time management, or lack of discipline, are merely symptoms of the issue. The real reason is beneath this. You can also use the Pomodoro technique to avoid procrastination.

Avoid negative talk and gossip: Keep the lazy, the negative minded, and the unproductive, at arm’s length, for it’s a psychological prison. Associate with ambitious, hard-working people, and soon count yourself amongst them.

• Provide feedback that improves situations and builds people up.
• Be an active listener and keep an open mind.

Step 3: Keep a balance and deliver consistent high performance work

Do sport, sleep well, and socialize: Play is best when it’s earned, equally sleep. Earn sleep by working hard on one’s goals in the day. A good work ethic isn’t just being glued to a computer. It is also understanding how to take care with decent sleep, and eating nutritiously. Take time to relax and recharge while keeping priorities in your life clear, helps maintain a good perspective at work.

Step 4: Develop good work habits

Steer the self-development path towards choosing to be an employee with a strong ethic, after all, creating a habit for oneself is really a question of being an action-minded person. The ‘doing component’ flows easily when embracing the ‘being part.’

Create and learn habits: Values to inculcate and habitualize:

• Valuing punctuality and attendance.
• Valuing time, orderliness, neatness, and speed.
• Working smarter but not harder; being psychologically self-employed.
• Playing an internal game of working, yet enjoying the importance of relaxation and rest.

“Do it now” habit: Never leave ‘till tomorrow what can be accomplished today.’ Good ethics habitualize both attitude, action, and inevitably – consequence: how you do, what you do this moment.

• The initiative habit – positivity.
• The main cause of poor productivity and self-sabotage is procrastination, for many reasons, including the perceptions that a task is unpleasant, may lead to negative consequences, or is overwhelming.
• Cultivate flexibility.

“Do it right” habit : A disciplined habit makes a difference in the long term. Don’t try to break bad habits. Alternatively, choose preferable substitutes that you move forward to, in place of the old ones.

Other good habits:

Concentration is the ability to stay on a task until it is completed, by working in a straight line to get from where one is, without distraction or diversion, to the destination, i.e., completion of the work.

• Get off to a good start.
• Clean up and get organized.
• Plan activities.
• Streamline work and emphasize the important work.
• Concentrate on one work task at a time until completion.
• Work steadily.
• Make smart use of technology.
• Be in control of office paper, work in-basket, and e-mail.
• Multitask on routine matters.
• Make better use of time.

Don’t forget to create some quiet, uninterrupted time!

CORE ELEMENTS OF A STRONG WORK ETHIC

It is difficult to define the elements of good work ethics, as it is such an individualistic approach and thinking. What may be good work ethics for me may not be the same for you. Much depends upon how each organization or person looks at work ethics and the moral values that each follows. What moral values you practice in daily life will define your attitude towards work and your work ethics. But there are a few common elements that are universally followed and employers look for it in their employees.

• Honesty : This is the core element of work ethics, all the other elements are based upon your honesty. Be honest about your successes and failures, take credit only where due, do not steal other’s works or ideas, and own up to your failures.
• Integrity : Do not let people down, try to fulfill your commitments, and be consistent in your thoughts, action and behavior.
• Impartiality/Fairness : Be fair to all, do not practice favoritism. Treat everyone as equals.
• Alertness : Be aware of what is happening around and keep an eye on things.
• Openness : Share your ideas, results and resources with the other team members, so that everyone has the same opportunity and know what you are doing. Being secretive is counterproductive.
• Respect for others : No matter how urgent a deadline or heated that tempers become, remain diplomatic and poised and show grace under pressure. Whether serving a client, meeting a customer or meeting with management, do the best to respect other’s opinions, even in stressful circumstances. It shows one values other’s individual worth and professional contribution.
• Reliability and Dependability : Means being punctual for work and meetings, delivering assignments within budget and on schedule. Be reliable about keeping promises for reputation precedes one so that clients, customers, and colleagues do trust in you to do all that you say you will – everyone appreciates the stability this embodies.
• Determination : Obstacles cannot stop you as they are a challenge to be overcome. Embrace challenges positively and know that your role is to solve problems with purpose and resilience. Push on, no matter how far it is necessary to go.
• Dedication: Continue until the job is complete, and delivered. “It’s good enough” is not sufficient for you and the team, as you aim to be “outstanding” in content and quality. Put in the extra hours to get things right by attending to detail and excellence.
• Accountability: Accept responsibility personally for one’s actions and outcomes in all situations, plus avoid excuses when work does not proceed as planned – admitting mistakes or oversights are used as a learning curve and will not be repeated again. Employers expect employees to attain to high standards, and they should fully support staff who accept responsibility, instead of passing the buck.
• Confidentiality : Any confidential information of documents you have should remain confidential. You cannot discuss it or show it to anyone else, other than the people authorized to do so.
• Responsibility : Take responsibility for your thoughts, actions, behavior and work.
• Legality: Always work within the legal boundaries, do not break or twist the law to fit your agenda.
• Competence : Improve your performance and competence by constantly learning and including the new learning into your work.
• Professionalism : From how one dresses and presents oneself in the business world, to how others are treated, professionalism is such a very broad category that it encompasses all the elements of a work ethic.
• Humility : Acknowledge other’s contribution, and share credit for successes. You have integrity and are open to learning from mentors and others, even as you teach via your action, example, and words. Though you take the work seriously, you are also maintaining a sense of humor about yourself.
• Initiative : Do not be afraid to put forth your ideas or volunteer for work.

These days a work ethics is important in many situations. It is a skill that can be learned by every person and has so often proved to be the path of success for many. All businesses give a higher regard to an ethical employee, and hiring staff with positive ethics is appreciated around the world.

Simply stating that “I have a good work ethic” is not the way to demonstrate it to an employer. Don’t provide generic, wishy-washy utterings, allow the employer to visualize your ethic by defining how they are incorporated in your accomplishments, without condition.

Today the notion of ethics is extremely widespread. They are an important part of our personal and our working life. With a positive work ethic, individuals can become more focused and responsible regarding their work. The individual can also cultivate a sense of achievement, and this too, has positive effects on their career development, and also on the culture and productivity within the enterprise.

If one is able to successfully demonstrate a positive work ethic, then you are sure to get the job you are being interviewed for, retain your position or be expectant regarding a promotion. However, it’s crucial to cognise what constitutes an ideal work ethics before answering the question.

As we have seen, ethics are fundamentally the modus operandi of activity and any work or task where one keeps in mind the synergy and harmony of coworkers involved which is simply one’s demeanor with respect to others, and towards work.

Ethics in the work environment means those positive facets that accumulatively, define the staff of a company, e.g. Integrity, determination, dedication, initiative and so on. If asked about your ethics, then speak about how you implement them in your work and that being in a job that satisfies you, ensures that you are productive in your current job performance.

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• Career Planning
• Finding a Job
• Interview Strategies

Interview Question: “Describe Your Work Ethic.”

• What the Interviewer Wants to Know
• How to Answer the Question
• Examples of the Best Answers

Tips for Giving the Best Answer

• What Not to Say

Possible Follow-Up Questions

During a job interview, the people you speak with at a company will be trying to get a sense of what kind of worker you are. To gain insight, interviewers may ask you to describe your work ethic. When you respond, it's important to share examples of how you've demonstrated your work ethic on the job.

What the Interviewer Really Wants to Know 

With this question, interviewers seek to get a sense of your fit and what you’d be like as an employee—are you a clock-watcher, doing only the bare minimum? Or will you go the extra mile, and always stay until important tasks are complete? Do you work well with others, or focus mainly on completing your own tasks?

Your answer to this common interview question can be very revealing.

How to Answer “Describe Your Work Ethic”

The trick to answering this question is to avoid simply reciting a string of adjectives. Being specific helps employers really get a sense of what kind of worker you are.

Start by sharing a few key characteristics, and think about what traits sum you up. Maybe you’re: 

• Dependable 
• Enthusiastic 

Then, think through your entire career. What are some examples of times when you’ve demonstrated those traits? These are the stories that you’ll want to share in your response.

Look for examples of instances when you've demonstrated your work ethic.

As always, when you relate an anecdote or tell a story during an interview, it's wise to use the STAR technique . That stands for Situation, Task, Action, Response, and it's a helpful way to organize your answer.

Examples of the Best Answers 

Sample answer #1.

I’m an enthusiastic, positive worker, who’s dedicated to completing the tasks but not complaining about the process. Here’s a good example: We had to completely redo our inventory when I worked at ABC Company. This sounds like a silly thing, but I brought in a big bag of candy, and created a scavenger hunt to accompany the task. By the end, everyone was in good spirits.

Why It Works: This answer shows the candidate’s personality—any company seeking an upbeat, positive presence would be delighted by this response.

Sample Answer #2

I know this is a bit of a cliché, but I’m very dedicated to seeing tasks to completion. At my last review, this was something my manager took note of and praised me for. 

Why It Works: While it’s nice to give a specific example of your work ethic in action, sharing that a manager noticed and praised it is also quite effective.

Sample Answer #3

I’m dedicated to working with my team to discover and implement the most effective approach. At my last job, we needed to reduce spending in one cost center area. I shared the issue with my team and had everyone brainstorm ideas for a follow-up meeting a week later. As it turned out, one of my team members had a great idea that we used to reduce costs by 10%. After we implemented the strategy, I nominated her for a company-wide prize.

Why It Works: This answer not only shows the candidate's generous and collaborative nature, but is also a good example of how they helped solve a problem and reduce spending (two things all companies seek to do).

• Be specific: Provide examples that show how you have demonstrated your work ethic. 
• Be concise: Share your example succinctly, without rambling on too long. 
• Showcase qualities valued by the job at hand: Think back to the job description and any research you did about the company. If this company will appreciate collaboration, self-motivation, willingness to work late hours, or any other quality, try to highlight it in your response.

What Not to Say 

• Don't mention adjectives without support: It’s not helpful to list a bunch of general characteristics that don’t apply to you. 
• Avoid clichés: Are you a hard worker? Self-motivated? A team player? Hiring managers hear these phrases all the time, so it’s best to avoid them (or only use them if you can back them up with a great story as evidence).
• Don't be dishonest: It's always a bad policy during interviews. And most likely, your work ethic will be revealed in how you answer other questions as well as when the hiring manager checks your references.
• Describe your work style. Best Answers
• Do you take work home with you? Best Answers
• Describe the pace at which you work. Best Answers

How to Make the Best Impression

• It's important to share examples. They’re a valuable support for your claims.
• Keep your answer succinct. Share examples without giving too much background detail.
• Focus on the job you're interviewing for when you respond. Highlight what the company is seeking in your response.

Good Work Habits for a Successful Career and Productivity: Examples and Tips

Learn all about good work habits for a successful career and productivity in a corporate organization:

Introduction

Understanding the importance of good work habits is a pivotal aspect of cultivating a successful career. These habits are the building blocks of productivity, enabling individuals to meet deadlines and accomplish tasks effectively. Good work habits encompass a range of positive behaviors that contribute to an efficient and rewarding work routine.

By developing and nurturing these habits, individuals can elevate their performance and unlock their full potential. From organizing tasks with a comprehensive to-do list to continuously learning new skills, adopting good work habits empowers individuals to emulate the success of accomplished professionals.

Importance of good work habits

The role of good work habits in improving productivity and overall success cannot be overstated. They are the cornerstone of a productive work environment, enabling individuals to effectively manage their workload and meet goals.

These habits instill discipline, structure, and focus into daily routines, enhancing the efficiency of tasks and projects. By consistently practicing positive work habits, individuals are better equipped to navigate challenges, seize opportunities, and drive their professional journey towards success.

How good work habits can improve productivity and success

Good work habits encompass a set of positive behaviors and routines that contribute to efficient and effective work performance. They involve adhering to deadlines, prioritizing tasks, maintaining a to-do list, practicing time management, continuous learning, and nurturing a proactive mindset.

These habits facilitate the development of a work routine that maximizes productivity, minimizes stress, and promotes a sense of accomplishment. Embracing and refining good work habits can lead to a more successful and fulfilling professional life.

Definition of good work habits

Good work habits encompass a collection of positive behaviors and routines that enhance an individual's productivity, efficiency, and effectiveness in the workplace. These habits often include punctuality, effective time management, staying organized, setting and achieving goals, maintaining a healthy work-life balance, and collaborating seamlessly as a team member.

Understanding what constitutes good work habits is crucial for professionals aiming to excel in their careers and achieve long-term success. By consistently practicing these habits, individuals can elevate their performance and contribute positively to their work environment.

Differentiating between effective work habits and ineffective ones

'Distinguishing between effective and ineffective work habits is fundamental for personal growth and professional advancement. Effective work habits, such as managing time wisely, meeting deadlines, and maintaining open communication, contribute to successful outcomes and foster a positive work culture.

On the other hand, ineffective habits, such as procrastination, lack of organization, and poor time management, hinder progress and can lead to decreased productivity and job satisfaction. Recognizing the difference empowers individuals to actively replace negative habits with positive ones and optimize their work routine for optimal results.

Exploring the impact of productive work habits on personal and professional life

Work habits exert a profound influence on both personal and professional spheres. Cultivating good work habits not only enhances an individual's career prospects but also contributes to a balanced and fulfilling life. Punctuality, effective communication, and teamwork are not only valuable in the workplace but also in personal relationships.

Conversely, bad work habits can lead to stress, missed opportunities, and strained relationships. By fostering positive work habits, individuals can create a harmonious and successful existence that extends beyond the confines of their job role.

Key Elements of Good Work Habits

Time management skills.

Time management skills are a crucial asset for individuals seeking to enhance their productivity and accomplish tasks efficiently. These skills enable individuals to proactively allocate their time to various responsibilities and pursuits. By cultivating effective time management habits, individuals can make the most of each day, ultimately leading to improved work-life balance and reduced stress levels.

Implementing practical techniques like setting priorities, creating schedules, and setting deadlines empowers individuals to manage their time in a constructive manner. Incorporating these skills into daily routines not only increases productivity but also fosters a sense of accomplishment as goals are met and tasks are completed promptly.

Setting priorities

Setting priorities is a fundamental aspect of effective time management. By identifying the most crucial tasks and goals, individuals can allocate their time and energy toward actions that yield the greatest impact. This approach prevents wasted efforts on less important activities and ensures that one's attention is directed towards actionable tasks.

Prioritization allows individuals to stay focused on high-priority objectives, resulting in better task completion rates and an overall sense of accomplishment. Utilizing tools like priority lists and task trackers can further help individuals build the skill of setting priorities and maintain a productive work routine.

Creating schedules and deadlines

Creating schedules and setting deadlines are essential components of effective time management. Schedules provide a structured framework that guides individuals through their daily activities, preventing aimless wandering and promoting productive work. Setting deadlines adds a sense of urgency to tasks, encouraging individuals to complete them within a specified timeframe.

Constructive time management involves creating schedules that allocate time for specific tasks, while setting realistic deadlines ensures that tasks are completed in a timely manner. By adhering to schedules and meeting deadlines, individuals can enhance their efficiency and work toward their goals with purpose.

Avoiding procrastination

Procrastination can be a significant obstacle to effective time management. Avoiding procrastination is a positive habit that involves adopting proactive behaviors that counteract the tendency to delay tasks. By recognizing and addressing procrastination triggers, individuals can cultivate constructive habits that promote immediate action and task completion.

Employing strategies such as breaking tasks into smaller steps, using time-blocking techniques, and seeking constructive feedback are good habits that can help build resilience against procrastination and ensure a punctual work life. Overcoming this habit allows individuals to maximize their productivity and maintain a sense of accomplishment in both their personal and professional endeavors and allows them to be successful people.

Organization and planning

Keeping a clean and clutter-free workspace.

Maintaining a clean and clutter-free workspace is a foundational work habit that significantly impacts productivity and focus. A tidy work environment promotes efficiency and reduces distractions, allowing individuals to concentrate on tasks without unnecessary disruptions.

By organizing documents, supplies, and tools in an orderly manner, professionals can easily locate what they need, minimizing time wasted on searching for items. This habit also fosters a sense of discipline and control over one's surroundings, contributing to a positive work atmosphere.

Employing this practice as part of daily routines helps build good work habits that support improved concentration, quality work, and a successful career.

Utilizing tools and techniques for efficient organization

Effective organization involves utilizing tools and techniques that streamline workflows and enhance productivity. Adopting digital tools like task management apps, calendars, and project management software allows individuals to centralize tasks, deadlines, and projects in a single platform.

These tools provide visual clarity, facilitate collaboration, and aid in prioritizing tasks effectively. Implementing organization techniques such as the Eisenhower Matrix, which categorizes tasks based on urgency and importance, further refines work habits.

By consistently employing these tools and techniques, individuals can optimize their time and energy allocation, ultimately contributing to successful project management and improved work-life balance.

Planning ahead for tasks and projects

Planning ahead is a cornerstone of effective organization, enabling individuals to anticipate upcoming tasks and projects. By creating detailed plans that outline project phases, milestones, and deadlines, professionals can allocate time and resources strategically.

Proactive planning helps avoid last-minute rushes, reduces stress, and enhances the quality of work delivered. Additionally, this habit promotes effective time management and empowers individuals to focus on high-priority tasks without feeling overwhelmed.

Developing a habit of thorough planning ensures that tasks and projects are executed with precision, contributing to the cultivation of good work habits and the achievement of professional success.

Effective communication

Clear and concise communication with colleagues and superiors.

Effective communication is a pivotal work habit that enhances collaboration and fosters a positive work environment. Clear and concise communication ensures that messages are easily understood, minimizing misunderstandings and errors. Whether interacting with colleagues, superiors, or clients, professionals who practice this habit convey information, expectations, and ideas succinctly.

By using straightforward language and organizing thoughts coherently, individuals can share information efficiently, contribute to informed decision-making, and build credibility within their teams. This work habit also promotes a culture of transparency and mutual respect, allowing team members to align their efforts toward shared goals and contributing to overall job satisfaction and success.

Active listening and empathy in the workplace

Active listening and empathy are essential components of effective communication that support meaningful interactions and relationship-building. This work habit involves giving undivided attention to speakers, focusing on their message, and seeking to understand their perspective.

By practicing active listening, professionals demonstrate respect and openness, leading to improved collaboration and problem-solving. Coupled with empathy, which involves understanding and considering others' emotions and viewpoints, individuals can foster stronger connections and resolve conflicts more constructively.

Incorporating active listening and empathy into daily interactions contributes to a positive work culture, enhances teamwork, and establishes a foundation for professional development and growth.

Building strong relationships through effective communication

Building strong relationships is a work habit that relies on effective communication skills. Professionals who prioritize relationship-building recognize the value of maintaining open lines of communication with colleagues, clients, and superiors.

By actively engaging in conversations, sharing information, and seeking feedback, individuals can forge connections based on trust and mutual understanding. This habit encourages a collaborative atmosphere where ideas are freely exchanged, diverse perspectives are embraced, and solutions are co-created.

Strengthening relationships through effective communication not only enhances teamwork and productivity but also supports long-term career growth and the establishment of healthy habits in the workplace.

Benefits of Good Work Habits

Increased productivity and efficiency.

Cultivating good work habits can significantly enhance productivity and efficiency in professional endeavors. By managing time effectively, setting clear priorities, and following structured schedules, individuals can streamline their tasks and optimize their workflow.

These habits ensure that tasks are completed on time and with a high level of quality. The practice of focusing on one task at a time and avoiding multitasking can also lead to improved concentration and output.

As a result, professionals who prioritize productivity through effective work habits can accomplish more in less time, contributing to better work outcomes and a sense of accomplishment.

Reduced stress and improved work-life balance

ncorporating good work habits into daily routines can lead to reduced stress levels and improved work-life balance. Proper time management and effective organization prevent last-minute rushes and the accumulation of tasks, minimizing stress and promoting a healthier work environment.

Moreover, adopting habits that prioritize self-care and maintaining a clear boundary between work and personal life can prevent burnout and contribute to overall well-being. Individuals who cultivate these habits are more likely to experience a greater sense of control over their responsibilities, allowing them to dedicate time to both work and leisure activities without feeling overwhelmed.

Enhanced professional reputation

Developing and maintaining good work habits positively impacts one's professional reputation. Consistently meeting deadlines, demonstrating reliability, and producing high-quality work are habits that colleagues, superiors, and clients value and respect.

A reputation for strong work ethics and consistent performance builds trust and credibility, enhancing the perception of an individual's professionalism. This reputation not only contributes to a positive work environment but also opens doors to collaborative opportunities and projects that align with personal and career goals.

Opportunities for career growth and advancement

Good work habits play a crucial role in advancing one's career. Professionals who consistently exhibit dedication, discipline, and efficiency are more likely to be recognized for their contributions and potential. This recognition can lead to increased responsibilities, promotions, and career growth opportunities.

The practice of setting and achieving goals, coupled with maintaining strong interpersonal skills, positions individuals for success in leadership roles and management positions. As colleagues and superiors observe the positive impact of good work habits, doors to new challenges and professional development open, enabling individuals to reach their full career potential.

Tips for Developing and Maintaining Good Work Habits

Identifying areas for improvement.

Start by assessing your current work habits to identify areas that need improvement. Reflect on tasks that are consistently challenging or time-consuming, and pinpoint any recurring patterns of inefficiency. Recognizing these areas will serve as a foundation for building better work habits.

Setting goals and creating action plans

Establish specific goals that align with the work habits you want to develop. Make these goals measurable and time-bound to track your progress effectively. Break down your goals into actionable steps, creating a roadmap for habit formation. For instance, if you aim to improve time management, set a goal to allocate specific time blocks for tasks and create a daily schedule.

Implementing strategies for habit formation

Implement small, manageable changes in your routine to foster the development of new work habits. Start with one or two habits at a time to avoid overwhelming yourself. For example, if you're focusing on communication improvement, you could set a goal to respond to all emails within 24 hours or actively participate in team meetings.

Seeking support and accountability

Share your goals and intentions with a colleague, mentor, or friend who can provide support and hold you accountable. Regular check-ins and discussions about progress can help you stay on track and motivated. Additionally, seeking guidance from experienced individuals can provide valuable insights and tips for habit development.

Adjusting and adapting habits as needed

Recognize that habit formation is an ongoing process and may require adjustments along the way. As you implement new habits, pay attention to their effectiveness and adjust them as needed to fit your evolving needs and circumstances. Flexibility in adapting your habits ensures that they remain aligned with your goals and contribute to your overall success.

Common Pitfalls to Avoid

Overworking and burnout.

Avoid the pitfall of overworking, as consistently pushing yourself beyond limits can lead to burnout. While good work habits involve diligence, they should also encompass setting boundaries and knowing when to step back. Overworking not only negatively impacts your health and well-being but can also result in diminished productivity and creativity.

Neglecting self-care and boundaries

Maintain a healthy work-life balance by prioritizing self-care and setting clear boundaries between work and personal life. Neglecting self-care can result in decreased efficiency, lower job satisfaction, and increased stress levels. Developing good work habits should include allocating time for relaxation, hobbies, and spending quality time with loved ones.

Falling into old, ineffective habits

Resist the temptation to revert to old habits that may have hindered your progress in the past. As you work on developing new and more effective habits, be mindful of the triggers that lead to old behaviors. Consistency is key in overcoming this pitfall and replacing ineffective habits with ones that contribute positively to your work and life.

Failing to seek help or assistance when needed

Don't hesitate to seek help or guidance from colleagues, mentors, or professionals when faced with challenges. Acknowledging when you need assistance is a sign of strength and proactive problem-solving. Embrace the idea that collaboration and seeking advice can lead to better outcomes and prevent you from feeling overwhelmed or stuck.

In the pursuit of a successful career and a fulfilling life, the role of good work habits cannot be understated. These habits encompass a range of behaviors, from effective time management and clear communication to maintaining a healthy work-life balance and continuously seeking self-improvement. Through this blog, we've explored how cultivating good work habits can elevate your productivity, reduce stress, and enhance your professional reputation.

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8 Good Work Habits That Really Matter

Tue Mar 02 2021

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My karate teacher Frank Gorman likes to say, “We are all products of our habits. Good habits? Bad habits? That is your choice.”

What are you really prepared to require? What strong preferences are you prepared to impose? If they really matter, they are worth teaching. This is the message I recommend managers deliver when they are trying to convince their young employees to care about developing good work habits…

Here’s why you should care about learning best practices and building better work habits: These basic work habits might seem like matters of personal style or preference, but there are strong business reasons for these requirements. How you present yourself and conduct yourself at work has a big impact on your performance and on all of those with whom you interact. Perhaps more to the point, it has a huge impact on your reputation at work.

Not following good work habits with consistency makes you seem younger and less mature. It gives some managers second thoughts about trusting you with important work. If you want to be taken seriously in the workplace, your best bet is to learn best practices and develop good work habits. People will perceive you as being more professional. That will be very much to your benefit, both here and anywhere else you work.

Here is the big challenge: Habits are habits for a reason. Habits feel good. Habits feel right. Even if you can see the logic for a different set of behaviors that will have better results, it is very hard to break one habit and create a new one. Research shows that it takes several weeks of consistent practice of a new set of behaviors to form a new habit . It takes even longer for a new healthy habit to become entrenched. But remember, human beings are not just creatures of habit. We are products of our habits. Will you be the product of good habits or bad habits? That is your choice.

So what exactly are important or good work habits? Who’s to say something is good but something else is bad? Here are eight good work habits I recommend focusing on:

1. Wellness: Maintaining a healthy body, mind, and spirit/mood.

2. Self-presentation: Controlling one’s grooming, attire, and manners—given the social and cultural situation at hand—so as to make a positive impression on others.

3. Timeliness: Arriving early, staying late, and taking short breaks. Meeting or beating schedules and deadlines.

4. Productivity: Working at a fast pace without significant interruptions.

5. Organization: Using proven systems for documentation and tracking—note taking, project plans, checklists, and filing.

6. Attention to detail: Following instructions, standard operating procedures, specifications, and staying focused and mindful in performing tasks and responsibilities.

7. Follow-through and consistency: Fulfilling your commitments and finishing what you start.

8. Initiative: Being a self-starter. Taking productive action without explicit direction. Going above and beyond; the extra mile.

When you take the time to help any employee build themselves up with old-fashioned good work habits, they get better and better. Just think of the impact you could have on employees by helping them get better when it comes to any of these habits: wellness, self-presentation, timeliness, organization, productivity, quality, follow-through, consistency, and initiative.

Bottom line: Make them aware. Make them care. They’ll perform, increase their job satisfaction, and you’ll be glad.

Find more great career advice on the My Career topic page .

Check out similar articles: Four Simple Habits of Top Performers

This post was originally published in 2017 and was updated with recent research and resources.

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Work ethic in the workplace

Discover work ethic definition, examples of strong and bad work ethics. Why it is important in the workplace. Learn how to improve your work ethic.

Ivan Andreev

Demand Generation & Capture Strategist, Valamis

January 17, 2022 · updated July 10, 2024

15 minute read

In this article, you’ll learn what defines a strong work ethic, and how to develop it within your company.

You’ll also learn what affects the work ethic of various personnel, and how you can help them improve it.

What is work ethic?

Why is work ethic important, what are the benefits of having a strong work ethic in an organization, strong work ethic examples, bad work ethic examples, strong work ethic skills you should develop, bad work ethic skills you should avoid, how to develop a strong work ethic in an organization (tips), faq about work ethic.

Work ethic is a set of standards of behavior and beliefs regarding what is and isn’t acceptable to do at work.

Work ethic can be strong (good) or poor (bad), it depends on personal views of employees, their motivation, and overall company culture.

A strong work ethic is an attitude an employee applies to their work that indicates a high level of passion for any work they do.

A bad work ethic is an attitude that an employee demonstrates that shows a lack of ambition and professionalism in the workplace.

People with a strong work ethic often seem as though they have a competitive spirit, although their competitiveness is often within themselves to achieve their goals within their occupation.

Those individuals with a strong work ethic often present themselves as ‘ideal employees’ because their drive for success leads them to work to achieve one goal after another.

Work ethic can be nurtured, although it’s often a part of an individual’s character and overall outlook on life.

Work ethic may seem like a subjective topic, but for human resources departments, knowing what it is and how it works is important.

A strong work ethic within the company serves as a behavioral model for the right way of working. It supports and fosters a productive working culture.

Employees with a strong work ethic are highly driven and often far exceed their peers in terms of achieving company goals.

They lead by example and motivate others to work hard. Of course, it must be part of the work culture , and everybody should support it.

Otherwise, one employee with a strong work ethic in a collective of people with poor work ethic will eventually exhibit the same attitude or will leave the company.

Bad work ethic, put another way, can lead to demotivation, loss of effectiveness, sometimes even to high turnover rate and other damaging consequences.

So, it is vital for the HR department to track and adjust work ethic within the company, department, or even of the particular employee.

We won’t say that employees with a strong work ethic are better choices for promotion within the company, but they are the first candidates for this, because of their drive and commitment to their job.

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Employees are more productive and dedicated. They help each other, and so on. Cover this more.

1. A balanced, respectful workplace and culture

Employees with a strong work ethic present themselves as professionals in every sense of the word.

They respect their fellow employees, their higher-ups, and those that they come into contact with.

Not only does this present a polished image for your organization, it also creates an environment that other people are happy to work in.

2. Higher productivity

Employees with a strong ethic put their commitments to the company before other, frivolous activities.

While there’s no reason to work rather than attend to a family emergency, these employees won’t slack off on a project because they’d rather do something they’re not obligated to instead.

A high drive for work ethic means that they take enough gratification in their job to complete every task, and correctly prioritize their work/life balance.

People with a strong work ethic take pride in their jobs and see every task they do as important.

These are employees that rarely, if ever, arrive at the job late. Not only that, they complete all assigned projects in a timely manner and avoid holding up the workflow of the rest of the organization. This creates efficiency and a sense of expediency in the workplace.

3. A wider talent pool

The employees that show the highest work ethic are also those that continue their dedication as they advance in their careers. Better managers make for better employees underneath them.

When you scout employees with a strong work ethic from the beginning, you can keep your strongest assets within the company.

Work ethic examples

Next, we’ll go into a practical examination of work ethic. We’ll review some common examples of both strong and poor work ethic.

People with a strong work ethic are often referred to as true professionals. Next, we’ll look at some examples of a strong work ethic in the workplace.

First example:

Barney is the employee that always follows through on his commitments. If he agrees to take over another co-worker’s shift, he always shows up. If commits to a deadline, you can count on him to meet that deadline.

Everyone knows him as the guy they can rely on. He gets satisfaction in being the person that never shows up late, and always completes work of the caliber, no matter what the task is.

Second example:

Angela’s supervisor asked her to coordinate reports between patient in-services and insurance. Unfortunately, Angela isn’t very familiar with processing certain insurance claims.

Rather than giving up, Angela decides to expand her skillset. She networks with her co-workers in the insurance department and asks questions of her supervisor to ensure she completes her task to the best of her ability.

In the process, she expands her skills to make sure she meets her goals.

Third example:

Barbara is known for her meticulous work. She never misses a deadline, and still doesn’t sacrifice the quality of her work to do so.

While it may take more focus, and time for certain tasks, she always delivers high-quality, reliable work. Her supervisors know that they don’t need to double-check her work.

No matter what day, what time, or what the circumstances are Barbara never turns in work that would be considered sub-par.

Individuals with bad work ethic aren’t very hard to point out. However, clear examples can help you point out specific factors that are a problem. If these are corrected, the employee’s performance will also improve.

Jim’s supervisor asked him to review the financial reports from last quarter to look for purchases from one client. The supervisor gave him this task about a month ago and asked him to complete it within a few weeks.

Now, a month has passed, and Jim still hasn’t reviewed any of the reports. Rather than starting early, he’s left it to the last minute and turns in an incomplete report.

Jim is a standard example of poor prioritization and a weak work ethic.

Sheila is sometimes bothered by the tasks required of her. However, she never addresses this with her superiors. Instead, she complains to co-workers, friends, and anyone that will listen about her job.

Ultimately it displays a very poor image of the company and creates a more hostile working environment for her co-workers.

Being resentful and complaining, rather than seeking solutions, is another strong indicator of poor work ethic.

Jeff is an employee that isn’t bothered by work schedules. Every weekday he’s supposed to show up at 9 am.

While other employees show up on time or even early, Jeff is rarely, if ever at the office on time. He makes excuses about traffic or other problems but never bothers to get up earlier to correct the issues.

His constant tardiness shows a lack of respect for his job and fellow coworkers. His coworkers know him as unreliable and irresponsible as a result.

Repeated tardiness is another common sign that an employee has a bad work ethic.

Strong and poor work ethic skills and traits

Next, we’ll go into a practical examination of work ethic. We’ll review some common examples of both good and bad work ethic.

Hard workers don’t give up when a task is difficult. These individuals show their work ethic in their persistence.

Dedication means that an employee always sees their commitments through. They keep their deadlines and complete tasks to the fullest.

Workers that show discipline aren’t swayed by what they want to do. Instead, they continue doing what they should until it’s complete.

• Productivity

Individuals with a strong work ethic often have high productivity and keep themselves busy completing assignments and meeting their goals.

Team players are individuals that demonstrate work ethic through teamwork. They know their company works when everyone does their part, and they’re always willing to help a co-worker.

Integrity is a strong indicator of a good work ethic. It guides individuals to make choices that are morally sound, and that are ethically balanced.

• Responsibility

Individuals with a strong work ethic are known to be responsible. Being consistent and reliable shows professionalism and respect for their work.

• Determination

Employees can show a strong work ethic by being determined to meet or exceed goals. Even if they’re not familiar with the task, they will look for resources to help them successfully achieve their goals.

• Professionalism

It can be difficult to do the best work on the hardest days; however, individuals with a strong work ethic persevere and create high-quality work nonetheless.

Procrastination

People with poor work ethic aren’t driven to complete tasks. As a result, they wait until the last minute to complete work and often produce work of poor quality.

Negativity affects others in the workplace and is a common trait of people with bad work ethic because they don’t value professionalism.

Toxicity is a high indication of poor work ethic. These individuals aren’t concerned with creating a productive, welcoming work environment and seek to minimize their peers.

Inefficiency

Employees with poor work ethic may demonstrate inefficiency. While they may complete their tasks, they do it in a way that ultimately takes more time, and costs the company more money.

Irresponsibility

When you have an irresponsible employee, you can see a lack of work ethic in how seriously they take their duties in the workplace. Irresponsible employees don’t place high importance on their commitments and responsibilities.

Passiveness

Passiveness can be a general personality characteristic, but it can also apply to attitudes in the workplace. This attitude means that individuals don’t care either way what happens with their job- in other words, they also demonstrate apathy.

Untimeliness

People with a poor work ethic aren’t driven to go to work, nor are they driven to complete projects as part of their job.

Unprofessional behavior

Unprofessional behavior is a strong indicator of a lack of work ethic, as those employees that take pride in their jobs strive to maintain a professional demeanor.

Next, this list will give you the best tips available for developing a strong work ethic within your company.

1. Lead by example

People look to their leaders for the behaviors they should emulate. Supervisors and the HR department are perfect examples of this.

Show employees the value of a strong work ethic by embodying it yourself, and encouraging supervisors in all departments to do the same.

2. Organize team workshops

Employees tend to be more motivated when they work as a team, and learning skills for their job is no different.

Allowing everyone to work together in a team workshop breeds a more positive environment in the office, and often gives individuals an extra reason to try and excel at learning a new skill.

3. Organize feedback sessions (discussions)

Getting feedback helps you know how employees feel about the company.

You can choose to do individual interviews, group discussions, or even anonymous surveys. The most important part is to get honest, unfiltered feedback.

This feedback can tell you if there’s a general lack of work ethic in the company as a whole, in certain departments, or if certain individuals diminish work ethic.

4. Team building activities

People work harder when they feel like part of a team, and they don’t want to let their teammates down.

Use team-building activities to build rapport between employees, and grow their skills for teamwork.

Working as a team player is an important skill for developing an attitude of a strong work ethic.

5. 1-on-1 meetings to improve attitude

Address problems within your company as soon as possible- but keep it professional.

Don’t try to confront an employee in front of their peers, which can cause embarrassment, and lower morale and motivation. Instead, if you find an individual with problematic attitudes or behaviors, pull them aside for individual meetings.

Try to understand any issues they feel are causing the problem, and help coach them into better work behavior.

6. Encourage mentoring

One way to help enhance work ethic is by giving employees time to learn from a more experienced employee with a strong work ethic.

Mentors understand what less experienced employees deal with, and issues that might cause a negative attitude.

Set aside time and select mentors to be available to ‘coach’ other employees, and ultimately enhance their performance.

7. Keep a professional demeanor

Professionalism is a cornerstone of a strong work ethic.

Remember, a strong work ethic shows that you have great pride in the work you do, and a strong drive to continually succeed.

That also means that you see yourself as part of the team, and want to represent yourself, your coworkers, and your place of work to the very best. You never act in a way that creates a hostile or uncomfortable environment for your peers- you’re too busy trying to achieve your next goal.

Likewise, you don’t create conflict, and address everyone else within the company with the same respect you feel you deserve. You keep a clean-cut, professional appearance that shows you care about how you represent yourself and the company.

What does work ethic mean?

Work ethic represents a set of ethical attitudes towards work that regulates employees’ behavior at work.

What is a strong work ethic?

A strong work ethic refers to an outlook that compels people to succeed within their jobs.

How to develop a strong work ethic?

Create an atmosphere of mutual respect and professionalism among employees. Encourage employees to think of themselves as team players.

How to improve work ethic?

Maintain a professional attitude even in difficult circumstances. Remember that you’re part of a team, and that team needs all players to succeed. If possible, find a mentor (such as a more experienced employee at your company) to help guide you.

What are important skills of strong work ethics?

The most important skills for a strong work ethic include:

How to describe your work ethic?

Highlight positive traits about yourself that show your work ethic. Make these traits specific to you and your attitude. Avoid simply listing skills or traits; instead, try to connect them with job experience or examples.

How do you complete your work? Are you: timely, reliable, professional, or driven? Do you: always arrive on time, consistently complete quality work, support your team members?

Use these traits to build your answer, and make sure you can give relevant examples for each.

What is the protestant work ethic?

The Protestant work ethic is a theory applied to many different subjects, including sociology, theology, and other related studies. You may also hear ‘Protestant work ethic’ referred to Puritan or Calvinist work ethic, although the principles are the same.

In essence, this theory says that people are influenced by the values in their Protestant faith, and tend to demonstrate a more frugal lifestyle, discipline, and diligence in their everyday lives.

What is poor work ethics?

Poor work ethic shows when employees demonstrate bad work habits, including a lack of productivity, lack of concern for deadlines, and poor quality of work. In general, poor work ethics are an overall disregard for the job and professionalism.

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Importance of Good Work Ethic in School and Life

Your good work ethic tells future employers what they might expect from you on the job. But did you know it can also set you up for success? A good work ethic can be the determining factor in just how well you’ll do in school –and in life.

What Are Work Ethics?

Work ethic is a set of values based on discipline and hard work. It affects how you handle your responsibilities and how seriously you take your work. With a good work ethic, you’re motivated and ready to be professional at school and then in the workplace .

Here are five characteristics of a good work ethic and just why they’re so important to you and your future:

5 Characteristics of a Good Work Ethic

• Attendance and punctuality: Whether in school or work, you learn and accomplish most when you show up, on time and prepared. You can’t learn if you’re not there! And when you come late, it’s unlikely that you’re really ready to do your best work. Good attendance and punctuality are two important pieces of a good work ethic –and they’re easily addressed and accomplished.
• Goal setting: Before you can accomplish your goals, you need to know what they are. People with good work ethics are goal-oriented and dedicated to achieving the success they envision. They understand that there are many steps to success and they’re willing to take them all.
• Hard work: At the foundation of a good work ethic is a whole lot of hard work. In school, it may mean staying after for extra help from your instructor or fine-tuning your assignments to reach perfection. At work, you may want to come in a little early or stay late so you do the best job you can.
• Positive attitude: Your positive attitude can set you apart from your peers –and it can be infectious, spilling over to other employees and making you welcome on any work project. Approaching every task—big and small—with a good attitude shows that you’re a team player dedicated to not just your own success, but also to the success of your company.
• Accomplishment: The more you accomplish, the more likely you will be the person chosen for further advancement. Your good work ethic is likely to be recognized, acknowledged and rewarded and can serve as a building block to your future success.

At Porter and Chester Institute, we understand that your career training isn’t just about what you learn in our labs. That’s why we also emphasize the importance of real-world skills that will help you succeed in your career and in your life.

Explore our career training programs to find out which is right for you. We’ll give you everything you need to develop and further your good work ethic in the workplace.

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Harnessing the power of habits

The Habit Lab at the University of Southern California explores how we form habits and how we can change unwanted ones

Vol. 51, No. 8 Print version: page 78

• Personality

Would you eat a bucket of popcorn without salt and butter? What if it were stale? Sounds unappetizing, but you’re much more likely to chow down without thinking about the taste if the environmental context is just right for popcorn munching, say in a darkened movie theater ( Personality and Social Psychology Bulletin , Vol. 37, No. 11, 2011). The critical role of context is just one of the many facets of habitual behavior that Wendy Wood, PhD, a psychologist at the University of Southern California (USC), has illuminated throughout her decades-long career exploring how and why people fall back into old habits, how good patterns help people meet goals and how to change unwanted habits.

Many of the actions people engage in daily—such as shopping, exercising (or not) and communicating with others—are habitual, and thus can be difficult to change. Among Wood’s findings is that a stunning 43% of everyday actions are enacted habitually while people are thinking about something else ( Journal of Personality and Social Psychology , Vol. 83, No. 6, 2002).

“We think we do most things because we make decisions or we’re asserting willpower, but instead our research shows that a lot of human behavior is repeated often enough in the same context to form habits,” Wood says.

In addition to investigating the foundations of habit formation in the lab and in real-life situations, Wood and the members of the Wood Habit Lab at USC have advised the National Academy of Sciences on how to encourage health-protective behaviors during the COVID-19 pandemic, worked with the World Bank on a project to change centuries-old bathroom habits to improve public health and counseled Fortune 500 companies on the best practices for changing consumers’ purchasing habits.

“The work in Wendy’s lab sits in a sweet spot between rigorous experimental lab work and more applied field studies that allow you to see how people’s unconscious processes actually play out in the real world in very concrete ways,” says David Neal, PhD, a former postdoctoral researcher in Wood’s lab and one of several Habit Lab members who have gone on to work in the private sector.

Ultimately, the goal of the lab is understanding how to harness the power of repeated actions.

“The cognitive revolution led people to focus on motivation, goals, cognitive practices, how people think,” Wood says. “But we’re finally seeing the limits of thoughts and feelings, and we’re starting, as a discipline, to realize that how people actually act day in, day out is also quite important.”

The role of context

Wood got her start studying habits in an indirect way—she was initially studying attitude change and how to influence people to adopt new views of the world under the supervision of psychologist Alice Eagly, PhD, at the University of Massachusetts Amherst. Wood’s early work with Eagly on attitude change would give rise to her interest in why people’s behavior seems to have a different logic than what people say, believe and feel. “I became fascinated by why changing attitudes doesn’t always lead to a change in behavior,” Wood says. “One answer is habits—how they keep us persisting in old actions—and how people underestimate the role of habits in their daily lives.”

During her time as a faculty member at Texas A&M University, Wood and her former graduate student Judith Ouellette conducted a meta-analysis of research on habits and intentions that was both formative for Wood’s later research and easily her most highly cited article to date. They demonstrated that when a person repeats a behavior often enough, the behavior becomes habitual and their intentions really don’t matter all that much ( Psychological Bulletin , Vol. 124, No. 1, 1998). People can intend to do all kinds of things—exercise and eat lots of fruits and vegetables—but in the end, their behavior primarily is cued by performance contexts and therefore has a different causal source than their thoughts, intentions and beliefs. “That study suggested a split between the processes that guide our attitudes and the ones that guide our behaviors,” Wood says.

At Duke University, Wood and her students observed that habits are learned associations between responses and aspects of the context under which the responses are performed, such as the physical location and preceding actions ( Journal of Experimental Social Psychology , Vol 48. No. 2, 2012 ). Wood and her team have also noticed that habits are not readily changed by changing minds, as evidenced by failures of information campaigns such as the food pyramid and daily ozone warnings to change people’s habits around eating or spending time outdoors, respectively ( Journal of Public Policy & Marketing , Vol. 25, No. 1, 2006). Instead, habits can be broken by controlling the cues that trigger behavior. For example, changes to one’s circumstances (e.g., taking a different route to work) can change context cues and lead to disruption of habits (e.g., stopping for a daily iced coffee fix on the way to the office) ( Journal of Personality and Social Psychology , Vol. 88, No. 6, 2005).

Wood and her team have also found that familiar cues in performance contexts direct behavior when people are too distracted or too tired to think of an appropriate response ( Journal of Personality and Social Psychology , Vol. 104, No. 6, 2013). “When people are maxed out, they don’t have a lot of willpower left over to make effortful decisions and they resort to acting out of habit, often in response to context cues,” Neal says. This isn’t always a bad thing, Neal points out, because during times of low resources, people turn to both bad (e.g., stress eating) and good (e.g., daily exercise routines) habits.

A critical context cue is location, and the more often a behavior occurs within a certain location, the stronger a habit can become. In one Habit Lab study, led by graduate student Asaf Mazar, Wood and her students interviewed diners at the USC dining commons, and in some conditions the interviewer drank a lot of water, and in other conditions they drank very little. They found that diners who reported regularly drinking water in the commons did so regardless of what the interviewer did. But people who didn’t have a strong habit to drink water in the dining commons were very influenced by how much the interviewer drank. “This observation shows that habits can persist regardless of social influences when you’re in the context that you’ve performed the habit before,” Wood says of the soon-to-be-published study.

Mazar is also exploring ways to disrupt social media use habits by creating friction on the automatic behavior of flipping through a smartphone by moving around the icons to launch certain apps or requiring passwords to use those apps.

Putting research into action

Wood has been working with government agencies, nonprofits and industry to apply her knowledge of habits to help shape people’s behavior, whether it’s to benefit public health or to help companies improve their marketing strategies.

Wood has worked with Procter & Gamble to leverage insight about consumers’ habits to encourage them to use a new product. “One of the challenges in introducing new products is not that people don’t like them,” Wood says. “It’s just that they already have habits for using competing products.”

Wood, Neal and their colleagues found that old habits could be overcome if the new products were designed to be integrated into those old habits ( Journal of the Academy of Marketing Science , Vol. 45, 2017). One example from their study involved getting participants to incorporate a “fabric refresher” into their laundry routines by using a sniff test to determine if their clothes were smelly, but instead of just re-wearing or washing as was their usual habit, they followed a plan to use the refresher.

“Working on this project was my first exposure to the idea that you could run rigorous academic studies published in collaboration with a company funding the research,” says Neal, who cites the experience as the stepping-stone for launching a psychological science consulting business.

Other members of the Habit Lab have also gone on to work in industry, including at an environmental science firm, a hand sanitizer manufacturer and a digital media player manufacturer. “A number of my students take jobs in industry simply because there’s a great deal of interest in habit; for example, how to get consumers to form habits and what kinds of products are habit-forming,” Wood says.

As another example of applied research, the World Bank asked Wood and Neal to help encourage home toilet and community latrine usage in India, where open defecation is still a major health concern. “The World Bank engineers built the toilets and latrines, but when they left, no one wanted to use them,” Wood says. “They just didn’t have a bathroom habit and they continued to defecate in their fields.”

Wood, Neal and others delivered a white paper (“Nudging and Habit Change for Open Defecation: New Tactics From Behavioral Science,” World Bank, 2016) consisting of a framework of eight principles to support the use of toilets or latrines. The principles highlighted the value of nudges and other tactics that bypass rational thinking, such as the “No Toilet, No Bride” media campaign. “The idea was that having a toilet is almost part of the dowry,” Neal says.

Researchers in the Habit Lab are also working with the Centers for Disease Control and Prevention to increase people’s participation in pre-diabetes control programs. Wood also recently wrote a brief and appeared in a webinar for the National Academies of Science, Engineering, and Medicine, advising communities on how to encourage COVID-19-prevention behaviors such as wearing a mask and practicing social distancing.

Research for the public

After years of being asked for advice—from friends, family, colleagues and strangers—about how to break bad habits or maintain new ones, Wood recently began looking for ways to more widely communicate her decades of research on how habits shape our lives to help people help themselves. The early results were op-eds in The New York Times about keeping New Year’s resolutions and in The Washington Post about the top habit myths, and near-daily tweets that describe recent habit research in terms laypeople can understand and act on.

In addition, Wood has been making the rounds on a variety of behavioral science podcasts— including The Happiness Lab, The Hidden Brain, and Choiceology—to pull back the curtain on habitual behaviors and encourage more researchers to pursue this topic.

She also wrote a popular press book, “Good Habits, Bad Habits: The Science of Making Positive Changes That Stick,” to give readers evidence-based guidance on how to form good habits.

“Everyone is interested in habits in their own lives, but I hadn’t seen habit research getting out there into the public realm,” Wood says. “The science of habit is finally beginning to reveal why we have been unable to change our own behavior and, even better, the discoveries we are making are helping people craft plans that bring lasting change to their lives.”

Further reading

The Pull of the Past: When Do Habits Persist Despite Conflict With Motives? Neal, D., et al. Personality and Social Psychology Bulletin , 2011

How Do People Adhere to Goals When Willpower is Low? The Profits (and Pitfalls) of Strong Habits Neal, D., et al. Journal of Personality and Social Psychology , 2013

Habit Slips: When Consumers Unintentionally Resist New Products Labrecque, J., et al. Journal of the Academy of Marketing Science , 2017

“Lab Work” illuminates the work of psychologists in research labs. To read previous installments, go to the  Monitor and search for “Lab Work .”

Recommended Reading

Research foci.

The Habit Lab at the University of Southern California is exploring:

• How people form habits and change unwanted ones
• The role context plays in shaping and maintaining habits
• How adding “friction” to a behavior will make it less likely to occur

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31 Professionalism Self Evaluation Comments Examples

Professionalism self-evaluation is a process of assessing our own professional behavior and conduct in the workplace by taking a critical look at our own actions, decisions, and communication with colleagues, clients, and stakeholders. The purpose of this evaluation is to identify areas for improvement and to develop a plan for enhancing one’s professionalism.

To conduct a professionalism self-evaluation, you should first define the standards and expectations of your profession. This includes understanding the ethical principles, best practices, and codes of conduct that govern your industry. Once these standards are established, you can begin to assess your own behavior and conduct against these benchmarks.

Self-evaluation can be done through various methods, such as self-reflection, feedback from colleagues and supervisors, and performance evaluations. It is important to be honest and objective when evaluating yourself, and to identify both strengths and areas for improvement.

After identifying areas for improvement, you can develop a plan for enhancing your level of professionalism. This may involve seeking additional training or education, setting goals for personal and professional development, and actively seeking feedback from colleagues and supervisors.

Questions to Ask Yourself to Evaluate Your Level of Professionalism

• Do I consistently meet deadlines and deliver high-quality work?
• Am I respectful and courteous to my colleagues, clients, and stakeholders?
• Do I communicate effectively and clearly in both written and verbal communication?
• Do I dress appropriately and maintain a professional appearance?
• Do I take responsibility for my mistakes and learn from them?
• Am I open to feedback and willing to make changes to improve my performance?
• Do I maintain confidentiality and respect privacy in my work?
• Do I adhere to ethical principles and codes of conduct in my profession?
• Am I proactive in seeking out opportunities for professional development and growth?
• Do I maintain a positive attitude and contribute to a positive work environment?

Examples of Professionalism Self-Evaluation Comments

Examples of positive comments.

• I consistently meet deadlines and prioritize my workload effectively.
• I maintain a positive and respectful attitude towards my colleagues and clients.
• I communicate clearly and effectively in both written and verbal communication.
• I dress appropriately and maintain a professional appearance.
• I take responsibility for my mistakes and work to make improvements.
• I am open to feedback and actively seek out opportunities for growth and development.
• I maintain confidentiality and respect privacy in my work.
• I adhere to ethical principles and codes of conduct in my profession.
• I am proactive in seeking out solutions to problems and challenges.
• I consistently demonstrate a high level of integrity and honesty in my work.
• I am responsive and take initiative to address issues and concerns.
• I am organized and efficient in managing my workload and responsibilities.
• I maintain a positive and collaborative work environment.
• I am respectful of diversity and strive to create an inclusive workplace.
• I am committed to ongoing learning and professional development.
• I maintain a high level of professionalism in all interactions with colleagues and clients.
• I am flexible and adaptable in responding to changing circumstances.
• I am committed to providing excellent customer service and meeting client needs.
• I take ownership of my work and strive for excellence in all tasks.
• I am committed to upholding the reputation and standards of my profession.

Examples of comments that indicate a need for improvement

• I sometimes struggle to meet deadlines and may need to improve my time management skills.
• I have received feedback that my communication style can come across as insensitive.
• I have not consistently maintained a professional appearance and may need to improve my dress and grooming habits.
• I have made mistakes in the past and need to be more proactive in identifying and addressing potential issues.
• I have not sought out feedback as often as I should and may need to be more open to constructive criticism.
• I have not always maintained confidentiality and need to be more mindful of privacy concerns in my work.
• I have not consistently adhered to ethical principles and may need to review and reinforce my understanding of professional codes of conduct.
• I have not always been proactive in seeking out solutions to problems and may need to be more resourceful and creative in my approach.
• I have not always been responsive to feedback or concerns raised by colleagues or clients and may need to be more attentive and communicative.

Example Paragraph (Positive)

“I am pleased to report that I have demonstrated a strong level of professionalism, including meeting deadlines, maintaining a positive attitude, and adhering to ethical principles. I have received positive feedback from colleagues and clients regarding my communication skills, and I take pride in maintaining a professional appearance and demeanor at all times. Additionally, I am committed to ongoing learning and professional development, and have sought out opportunities to expand my knowledge and skills in my field. Overall, I am proud of the level of professionalism that I have demonstrated in my work, and am committed to continuing to grow and improve in this area.”

Example Paragraph (Areas of Improvement)

“Overall, I feel that I have demonstrated a strong level of professionalism, including meeting deadlines, maintaining a positive attitude, and adhering to ethical principles. However, through this evaluation, I have identified areas for improvement. Specifically, I have received feedback that my communication style can come across as insensitive at times, and I recognize the need to be more mindful of how my words and tone are perceived by others. I have not always been proactive in seeking out feedback and opportunities for growth, and I am committed to being more open to constructive criticism and taking ownership of my own professional development. I am confident that by addressing these areas for improvement, I can continue to grow and strengthen my professionalism in the workplace.”

Tips for Effective Professionalism Self-Evaluation

• Define your standards: Before conducting a self-evaluation, it is important to define the standards and expectations of your profession. This includes understanding the ethical principles, best practices, and codes of conduct that govern your industry.
• Be honest and objective: It is important to be honest and objective when evaluating yourself. Identify both strengths and areas for improvement and take responsibility for your actions.
• Seek feedback: Seek feedback from colleagues and supervisors to gain additional insight into your performance and behavior in the workplace.
• Use specific examples: Use specific examples to illustrate your strengths and areas for improvement. This will help you to identify patterns and trends in your behavior.
• Set goals: Develop a plan for enhancing your professionalism based on your self-evaluation. Set goals for personal and professional development and actively seek feedback from colleagues and supervisors.
• Take action: Once you have identified areas for improvement, take action to address them. Seek out additional training or education, practice new skills, and actively work to improve your behavior and conduct in the workplace.

Related: 60 Self-Performance Review Goals Examples

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• 30 Examples of Teamwork Self Evaluation Comments
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More From Forbes

Five habits to help you succeed in achieving your professional goals.

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Andrey Fadeev, CEO of GDEV , the Nasdaq listed European game development holding. Strong advocate of a healthy and sustainable lifestyle.

Success is often associated with the ability to manage resources wisely and make informed decisions. However, these skills are underpinned by certain habits that help us achieve our goals.

Here are five key habits that I suggest all leaders and professionals master to thrive and prosper, accompanied by tips on how to efficiently make them a part of your life.

1. Completing Tasks

The ability to finish what you start without procrastination brings benefits beyond productivity—it’s good for your mental comfort, too. The habit to complete tasks helps to avoid the accumulation of unfinished assignments, which can create stress and reduce your personal efficiency. Consequently, mastering this practice often leads to better management of your time and resources.

Help yourself to develop this habit by creating to-do lists with the tasks you need to execute and checking off completed items. In addition to motivating you to get things done, this ritual can give you enormous satisfaction and the feeling of accomplishment. To make the most of these lists, set specific deadlines for each task.

Another trick to unlock this habit is the Inbox Zero method, which helps you to keep your email organized. Immediately delete all unnecessary emails, and respond to the ones that you can answer quickly. Instantly delegate to the correct person if you see that you are not the right person to respond. If an email requires some time to think over the reply, put it in your to-do list to answer later. If an email brings you a task of high priority, put it on your high-priority to-do list.

Today’s NYT Mini Crossword Clues And Answers For Wednesday, September 4

Mega millions jackpot hits $740 million—here’s how much a winner could take home after taxes, harris will propose $50,000 small business tax deduction for startup expenses: here’s what to know, 2. reviewing goals and tasks.

Review your tasks and goals regularly to assess progress and adjust your action plan. This helps you identify ineffective methods and replace them with more productive ones. After all, life is giving us feedback on a daily basis, and it’s only wise to adjust our tactics and strategies accordingly.

Start by dedicating some time to analyzing the goals and tasks that you are setting for yourself once a week. Review whether your priorities changed, and reflect on what worked and what didn’t in your past experience. To make the most of these sessions, note down important thoughts and ideas that come up during the week. They may prompt you in the right direction when sorting out priorities and figuring out tasks.

3. Keeping A Tidy Desk

Maintaining order in your workplace can promote productivity and effectiveness and reduce stress . A clean and organized space helps you keep your mind on what needs to be done and minimizes distractions, while a cluttered space can create visual noise and impact your focus and memory negatively.

Arrange your workplace in such a way that you can easily see everything you may need. All the things that you use on a daily basis should always be in front of your eyes. Make it a habit to regularly clean your desk, removing unnecessary items and papers. Spend a few minutes at the end of each workday tidying your desk. If you notice things you haven’t used in a while on it, don’t hesitate to put them away.

4. Writing Down Thoughts And Ideas

Keeping notes helps you capture important thoughts and ideas so you don’t forget them later. By writing ideas down, you avoid losing them and free your mind from having to remember them. This way, you’ll be able to have a deeper focus on ongoing tasks and return to your insights later, at a more convenient time. It also helps to structure information for future use.

Make keeping notes a habit by carrying a notebook with you or use a note-taking app. Write down all important thoughts and ideas coming to you during the day. Regularly return to your notes to review them and use them for planning. If you find a note that you no longer resonate with or see no use in it, get rid of it. It’s important to keep your ideas, but your notes require decluttering from time to time, like your desk.

5. Using Transformational Language

Using positive and motivational expressions instead of negative and demotivating ones can be truly transformative. Positive language helps develop a healthier and more productive mindset. It affects your attitude toward tasks and boosts motivation.

First, it’s necessary to learn to catch negative thoughts. Practicing mindfulness helps with this a lot. Pay attention to what you are thinking and, if needed, write your thoughts down to analyze them better. Try changing demotivating thoughts with positive ones, and with time you’ll likely notice your internal monologue is becoming more optimistic and confident.

Go beyond thoughts, and replace negative expressions with positive ones in your everyday speech, too. Use affirmations and positive statements to boost motivation. At some point, you may notice that changing your speech has an uplifting effect not just on you but on everyone you come in contact with.

Habits are the foundation of one’s life. They can give your life direction by boosting your productivity and mood, or take your sense of purpose away by promoting procrastination and anxiety. It’s important to adapt the ones that serve you best. First you spend some time and effort to introduce useful habits to your routine, but later they become as easy as breathing.

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Article contents

Counterproductive work behaviors.

• Rosalind H. Searle Rosalind H. Searle University of Glasgow
• https://doi.org/10.1093/acrefore/9780190236557.013.880
• Published online: 18 May 2022

Counterproductive work behaviors (CWBs) can be a significant activity within workplaces. Psychological study outlines different perspectives as to why these arise. Traditional views position CWB as an individual factor that enables their detection and nonselection. While deviance may emanate from one person, if left unchallenged it can rapidly spread throughout a workplace, altering the prevailing values, norms, and behaviors, and in the process becoming more enduring and toxic. Alternatively, the source of CWB can emerge outside the individual with a context that depletes the individual’s own regulatory resources. Those engaging in CWB can be unaware of their behaviors, with moral disengagement mechanisms used to reframe cognitions about their activities, which leads to more pervasive collective moral decline. Inhibiting CWB requires active processes of both individual self-reflection and self-regulation, which can be easily derailed in stress-inducing contexts, but are constrained through self-reflection and also social and legal sanctions. However, through the means of selecting and shaping their environments, fear of social sanction can be diminished, actively assisted by colluding networks of silence, that protect and even embolden instigators, further muting their targets, and driving those willing to report out of the organization. In these ways prevailing norms become distorted. Increasingly, a traditional binary notion of “good” and “bad” people is being challenged as oversimplistic, with research showing CWB as a complex process. Its antecedents can be individual, but they may also be situational, or the result of prior “good” deeds. The exploration of four distinct approaches offers very different insights into the antecedents, processes, and outcomes, and potential means to more effectively intervene, and inhibit their occurrence.

• counterproductive work behavior
• deviant behavior
• moral disengagement
• individual differences

Introduction

Study of work performance has distinguished four elements—those concerned with the work task, those facilitating workplace and social relations (citizenship), those focused on adaptation and innovation, that contrast with those that disrupt and divert work activities (counterproductive work behaviors, CWBs) ( Koopmans et al., 2011 ; Rotundo & Sackett, 2002 ). This article focuses on CWB, which, because of its covert nature, can be difficult for organizations to accurately discern and quantify; such behaviors disrupt organizations, as well as incurring considerable direct and indirect costs through thefts, losses, and accidents, with consequent reputation-loss, sanctions, and fines. Estimates, for example, of the costs of global financial fraud are calculated to be equivalent to 6.05% of GDP, equating to some $5.127 trillion, removing an average of 3–6% from the average organization balance sheet ( Button et al., 2009 ). In addition, longitudinal organizational study reveals the deleterious cycles CWB creates, exacerbating employee stress and contributing further to such behaviors ( Meier & Spector, 2013 ). Their consequences can extend beyond organizational boundaries, with potentially adverse impacts on a wide range of stakeholders, including customer-service users, their families, communities, and societies. In this article, CWB is defined, incorporating consideration of the types of activity and their structure and measurement. Four distinct perspectives are explored: the individual, situational, socio-cognitive, and moral licensing, to advance our understanding, and through this to improve the means of their detection, and to indicate better ways to deter and ameliorate these activities.

What Are Counterproductive Behaviors?

Their type and structure.

CWBs are voluntary actions that violate important organizational and social norms, threatening the well-being of organizations, their employees, and service-users ( Robinson & Bennett, 1995 ). They are significant for employers because they divert attention from the achievement of organizational goals, but they can also threaten the organization’s long-term reputation and ultimate viability ( Searle & Rice, 2020 ). CWBs can also lower psychological well-being and self-confidence, diminishing work and life satisfaction, and can impact health so as to reduce attendance and productivity and cause burnout ( Fox et al., 2012 ; Hills & Joyce, 2013 ; O’Boyle et al., 2011 ; Samnani et al., 2014 ).

Prior meta-analytic study indicated CWB to be a distinct work behavior and negatively related to organizational citizenship behavior (OCB) ( Dalal, 2005 ). However, research has revealed a more complex relationship between these two organizational dimensions, to which we return in our final section on moral licensing. Meta-analytic review confirms a general factor and various competing CWB taxonomies ( Marcus et al., 2016 ). Research has dichotomized premeditated transgressive actions from those that are impulsive ( Berkowitz, 1993 ), with considerable attention focused on discerning the different manifestations in CWB and their underlying structures. Critical review of prior study, however, suggests these different structural results may be an artifact of their discrete theoretical foundations ( Marcus et al., 2016 ).

An area with greater consensus has been the distinguishing of CWB based on its target, separating organizationally directed actions (CWB-O) from those targeting an individual (CWB-I) (e.g., Robinson & Bennett, 1995 ). Further granularity has been added by the five-factor model that separates distinct CWB-O aspects, including organization-property destruction, job-specific shortcomings (production deviance), theft, and withdrawal, which are contrasted with interpersonally directed abuse ( Spector et al., 2006 ). Subsequent meta-analytic scrutiny of these distinctions confirmed withdrawal as a more hidden and organizationally targeted deviance ( Carpenter & Berry, 2017 ). “Production deviance,” which involves a failure to follow standard organizational and/or professional processes, could blur these target distinctions as it endangers the safety of others, but it is also likely to be directed at the organization. However, without insight into the perpetrator’s underlying motivations, their true target cannot be discerned. Marcus and colleagues’ (2016) meta-analytic study indicated stronger support for a far more granular 11-facet taxonomy ( Gruys & Sackett, 2003 ) as opposed to other less complex designs. Gruys and Sackett’s (2003) 11-facet model expanded the previous binary organization and interpersonal target distinctions by adding the self, which is more apparent in behaviors such as drug or alcohol abuse ( Marcus et al., 2016 ). These models are valuable in mapping transgressive behaviors, for instance in a large comparative study of health professionals’ CWB that revealed the dominance of production deviances, such as a failure to properly record medical examinations or follow correct procedures ( Searle et al., 2017 ). An enduring question, however, concerns how far these taxonomies capture actual behaviors, with evidence showing their value in indicating more frequent forms of deviance, but omitting rare extreme incidences such as the death of an individual ( Searle & Rice, 2020 ).

A long-running debate has considered the hierarchy and structure of these forms of transgression, with conceptual argument contending interpersonally directed aggression to be the most severe, because it transgresses social norms ( Bennett & Robinson, 2000 ). Empirical study of reporting behaviors reveals these distinctions to be more academic, with significant events more regularly reported ( Bowling et al., 2020 ). Analysis of the misconduct of health professionals indicates relative similarity to many forms of transgressions, except for five behaviors that show critically different recidivistic patterns when studied over time ( Spittal et al., 2015 , 2019 ). They found elevated risk levels among professionals who abuse drugs or alcohol, steal, sexually harass and abuse, or have mental health issues, and they revealed different remediation and sanctions to be required to reduce the risk and adequately protect patients. (Why these anomalies arise is considered in the moral licensing section.) Their work highlights the importance of early misconduct detection for its subsequent and more successful remediation, because these professionals are more amenable to correction in the earlier stages of their careers, before these activities become ingrained and habitual.

Measurement

There has been considerable debate regarding the best way to measure CWB, with psychological study relying predominantly on self-report questionnaires, which are important in gathering data concerning less obvious activities, such as employee withdrawal. Collecting data on transgression is also improved through independent study, including anonymity, which can result in surprisingly candid reporting ( Searle & Rice, 2018 ). The comparison of self-report data and that obtained by observations of others shows strong correlations, but that the former has incremental value by capturing a far wider range of transgressions than those seen by others ( Berry et al., 2012 ). An important caveat, however, to the reliability of self-report has emerged from emotion and stress CWB studies, which reveal how individuals may not necessarily be aware of the way their behavior is declining, especially if they morally disengage ( Fida et al., 2018 ). The reporting of others remains particularly important in the capture of severe transgressions ( Bowling et al., 2020 ; Spittal et al., 2019 ). Four different perspectives on CWB are now reviewed.

Perpetrator Personality

Traditional approaches to understanding CWB have categorized “good” or “bad” employees, with considerable effort devoted to discerning the traits of “bad apples” ( Kish-Gephart et al., 2010 ). Research into personality has notably contributed the “dark triad” (DT) of three facets: Machiavellianism, which involves a lack of concern for others, manipulating others to advance personal goals, and making individuals less normatively constrained in their social exchanges; narcissism, which includes attention-seeking and hypercompetitive behaviors that stem from the individual’s delusions of grandeur and inflated self-view; and psychopathy, which comprises antisocial behavior emanating from the disregard for societal norms ( LeBreton et al., 2018 ). Meta-analytic study reveals DT as more prevalent among men than women, and negatively related to Big Five’s factor agreeableness, and Hexaco’s honesty-humility model ( Muris et al., 2017 ). Other Big Five personality factors associated with interpersonally and organizationally directed deviance include low conscientious and emotional stability ( Berry et al., 2007 ). Conversely, those with lower DT levels are more likely to report others’ CWB ( Brock Baskin et al., 2020 ).

Scrutiny shows these DT factors are moderately correlated, with each significantly associated with CWB, with Machiavellianism and psychopathy also associated with reduced job performance ( O’Boyle et al., 2012 ). Two contextual factors, however, are found to significantly moderate impacts: These include organizational culture, specifically cohesive workplaces that value duty and staff loyalty; and those in positions of authority. Closer examination indicates that while position of authority offers little constraint to those high in Machiavellianism, the adage about power corrupting is more evident among narcissists. Working in a more collective workplace may weaken CWB, but individual authority has fewer moderating consequences for those high in psychopathy. Psychopathy and Machiavellianism differ in their impacts on CWB through the mechanisms of moral disengagement, which is discussed in the social cognitive section ( Egan et al., 2015 ). However, study of leaders with high levels of DT working in CWB-permissive contexts reveals the considerable challenges presented in working for someone who revels in the misfortunes of others ( James et al., 2014 ).

Research has often failed to provide more granular exploration of DT, with studies of narcissism largely omitting scrutiny of the sub-facet, narcissistic vulnerability ( LeBreton et al., 2018 ). Indeed, while CWB is usually associated with individual entitlement and exploitation of others, contrary results emerge for another narcissism facet, leadership authority ( Grijalva & Newman, 2015 ). Similarly, the psychopathy facet, self-centered impulsive fearlessness, is rarely considered yet has revealed the associated organizational-directed CWB to be evident only among those with lower educational attainment and reduced interpersonal influence skills ( Blickle & Schütte, 2017 ). By contrast, those with higher levels of education appear better able to manage their impulsivity, and therefore able to achieve more positive organizational outcomes. Paradoxically, results indicate that some level of DT may be important in effective leadership, but these benefits can rapidly unravel in less favorable situations, such as in response to psychological threat, physical exhaustion, cognitive overload, or stress ( Kaiser et al., 2015 ). Critically, these unfavorable conditions can deplete individuals’ resources to manage and suppress their less desirable impulses.

In summary, while individual differences have long been used to understand CWB, their current measurement may be oversimplistic, drawing largely from cross-sectional self-report studies, and with limited value in effectively discerning those with malevolent intent ( Muris et al., 2017 ). This perspective does provide an important theoretical insight, but its utilization by an employing organization may be more limited ( Levashina & Campion, 2006 ; Paulhus et al., 2013 ). Critically, more nefarious individuals may simply be better at adapting their responses to recruiters’ requirements ( Roulin & Bourdage, 2017 ). As a result, the application of personality to reducing CWB in organizations may be oversold, and indeed offer a false sense of confidence in being able to identify and deter those with high DT from entering a workplace ( LeBreton et al., 2018 ). The fidelity between personality and distinct types of CWB is not apparent ( Bragg & Bowling, 2018 ). Instead, it may be more valuable to consider CWB as an adaptive response ( Dalal, 2005 ), an approach we now turn our attention to.

Situational Perspective

Seminal study of stress and coping ( Lazarus & Folkman, 1984 ) focused on environmental demands (i.e., stressors) that face an individual. Strain manifests itself in various psychological forms, including anxiety, depression, and burnout, but can also trigger behavioral responses, such as withdrawal or increased aggression. These interrelations are the foundation of stress-emotion studies of CWB ( Fox et al., 2001 ). In contrast to the previous approach, here the antecedents of CWB are found to arise from work situations, with efforts to discern the factors that undermine or overwhelm individuals, usually some form of trigger event or more pervasive frustrating context ( Malik et al., 2020 ; Parker et al., 2020 ). Critically, CWB is positioned as a reactive consequence, and therefore, it is likely to be a far more widespread organizational phenomenon ( Spector & Fox, 2005 ).

Key situations that create tangible stressors include those with interpersonal conflict, high levels of organizational constraint, and excessive workload, as well as those that reduce resources, specifically those concerned with support and decision-autonomy ( Chen & Spector, 1992 ; Fox et al., 2001 ; Hershcovis et al., 2007 ). These contexts have significant affective consequences, thwarting and frustrating employees, which then deplete their self-regulatory resources that are central to containing negative behaviors ( Baumeister et al., 1998 ).

An important approach to the study of stress-inducing circumstances involves the mapping of different CWB pathways, to reveal their distinct emotional precursors. Increasingly, attention has converged on the significance of negative affect ( Fida et al., 2018 ; Kiefer, 2005 ), especially job-related affect ( Krishnakumar et al., 2017 ). Research has found different emotions associated with distinct CWB, for example linking anger and anxiety to incivility and sabotage behaviors, while upset and boredom are more likely to produce withdrawal ( Spector et al., 2006 ). By contrast, the relationship between emotion and theft appears more varied, and linked to perceived distributive injustice ( Wilkin & Connelly, 2015 ). A further significant aspect of these stress-emotion-CWB relations has revealed that by undertaking CWB, an individual can actually alleviate their negative feelings ( Shoss et al., 2016 ). Such results suggest that the capture of current emotions, rather than assessing stress per se, might be important in the early detection of CWB hotspots. However, care needs to be taken with this, as studies also show how organizational attempts to monitor and control employees erode their trust and actually lead to citizenship being replaced by CWB ( Jensen & Raver, 2012 ; Yost et al., 2019 ).

A significant moderator to these stress-emotion-CWB pathways is individual difference; for instance, research indicates that trait anger and gender are significant moderators for CWB and occur more frequently for men than for women ( Fida et al., 2015b ; Hershcovis et al., 2007 ).

Situational studies have revealed the emergence of more pervasive CWB spirals of decline, where one person’s CWB becomes another’s source of stress, and so on; these insights underscore why stressful environments are likely to have far more widespread levels of misconduct ( Spector et al., 2006 ). Further research into these emotional pathways also shows how employees’ cognitions are reshaped, critically the de-coupling of negative affect from experiences, and in so doing offering an important psychological means to cope by allowing individuals to rationalize or diminish impact of their resultant deviant behaviors by assuaging their sense of guilt ( Bandura, 1991 ). These more deviant cognitions can start very early in processes of workplace socialization and evolve through ongoing work experiences to create moral disengagement; Although this can reduce the strain individuals experience, it can also render the resultant deviant behaviors to be more benign ( Fida et al., 2015a ). (Moral disengagement is examined in more detail in the social cognitive section.) The reframing of cognitions can start as individual phenomena, but can soon become a pervasive self-serving view that is reinforced by others in a group, or across an entire workplace through their shared values, norms, and behavioral models ( Rice & Searle, 2022 ). Studies highlight the critical role that leaders can play in this moral drift ( Peng & Kim, 2020 ).

In summary, this perspective identifies the important role of affect in a process of CWB, positioning CWB to be an adaptive response to the diminishing context in which the individual is currently working. Significantly, this perspective enables a shift from simply focusing on an individual “bad apple” towards seeing CWB as a more widespread phenomenon, thus challenging as overly simplistic any individual scapegoating of CWB. Instead, attention is directed towards a wider stress-inducing context, highlighting how and why CWB can spread through a group, showing emotion not only to be an antecedent to CWB, but also a means for early detection of potential hotspots. However, in the absence of attention on the sources of stress, and better support to allow individuals to acquire more resources and better coping strategies, the potential of CWB remains; indeed, perversely by undertaking deviant actions, feelings of negative affect can be temporarily attenuated. Further, this perspective reveals a perverse coping response, with individuals cognitive reshaping their worlds, a phenomenon that can emerge surprisingly early in their employment enabling them to remain in these challenging workplaces. Next, a more complex approach is examined that combines some of the elements of the two previous perspectives.

Socio-Cognitive Perspective

Bandura’s (1986) seminal work on social cognitive theory provides one of the most significant advances in understanding deviant behavior. It adds insight into self-regulation and self-reflectiveness, through considering how moral agency is exercised, conceptualizing its proactive and inhibitory components. Proactive components are found in many occupations and evident in codes and standards, such as a doctor’s Hippocratic Oath, which enshrines that actions should not further harm patients ( Searle & Rice, 2020 ). Inhibitory components arise from the internalization of moral standards ( Bandura, 1986 ), and therefore can vary according to different influences, including from peers, or national cultures ( Westerman et al., 2007 ). Bandura distinguishes between three inhibitors. First is self-evaluation, which restrains an individual through either inwardly noting and then avoiding actions that violate their personal standards, or through their subsequent correction following an experience of guilt, which is a critical moral emotion ( Greenbaum et al., 2020 ). The other two inhibitors are sanctions that lie beyond the individual and operate as fear-based deterrents. Social sanctions curtail individuals’ activities through concern that others might disapprove and ostracize them, while legal sanctions focus on a fear of being caught and incurring punishment or fine.

However, Bandura (1986) offers an important psychological mechanism that helps individuals deactivate these aforementioned inhibitors, enabling them to cognitively dissociate their actions from these negative consequences. He develops moral disengagement as a dynamic means to reframe and neutralize deviant actions, by separating the behavior from its moral content through the use of four distinct “loci” that comprise eight moral disengagement mechanisms ( Bandura, 1986 , 2016 ). These processes significantly change how the event is regarded ( Moore & Gino, 2013 ). Bandura implies a hierarchy for these different loci that he contends reveals the extent of their moral decline. Through these means an individual, in specific situations, can retain their moral commitment to ethical principles while concurrently performing norm-violating actions without feeling (at least temporarily) the more usual sense of conflict, guilt, shame, or even remorse. This dichotomization of the cognitive mechanisms offers insight into the associated cognitions, and through these important areas to focus on remediation and intervention.

The first locus is behavioral and distinguishes three cognitive rationalization processes that are designed to diminish the action’s immorality and to reduce the enormity of what is being done. Moral justification renders immoral conduct as defensible, often making it appear an entirely reasonable course of action. Euphemistic labeling deliberately sanitizes the situation, using transformational words that change the immoral into something more respectable, for instance a shift from “killing people” to “collateral damage.” Finally, advantageous comparison discounts the questionable behavior through making a comparison with another’s far worse actions.

Bandura’s (1986) second locus, agency , involves cognitively distorting perceptions of situational control and responsibility. This is done either through displacing responsibility, which pushes accountability for these actions onto some other decision-maker, often higher up the organization’s hierarchy, or by diffusing responsibility onto a wider group. The third locus focuses on the outcome , disregarding or downplaying it by distorting the consequences of actions, or through simple denial that any, or specifically any negative, outcome arose. The final locus shifts attention onto the target, blaming them by means of dehumanization , which justifies such treatment on the grounds of these targets as being unworthy of the usual consideration or making them somehow subhuman; alternatively, attribution of blame places culpability for what occurred on the victim, thus diminishing the perpetrator’s responsibility.

A further contribution from Bandura’s (1986 , 2016 ) work is to advance understanding of the creation, perpetuation, and even exacerbation of deviance by situating the individual in a wider context, which includes attention to a dynamic interplay of three critical codeterminants: personal, behavioral, and environmental. In this way he explains why some forms of behavior differ, as noted earlier in the study of professional misconduct that distinguished a higher risk of recidivism in five areas ( Spittal et al., 2019 ). Social cognitive theory also reveals the important reciprocal mechanisms that both motivate and regulate these transgressive actions ( Bandura, 2016 ).

Focusing on the personal, Bandura (1986 , 2016 ) outlines how for some individuals behaviors can become self-reinforcing, drawing on biological and intrapsychic influences, such as their competence, beliefs, emotional states, goals, attitudes, and values, to allow how the environment is perceived to be altered, and thus the behaviors that can be undertaken in it. He reveals how the treatment an individual receives from others is shaped by stereotypes, derived from facets beyond their personal control, including responses to their gender, age, and physical characteristics. For example, those in high social status occupations, such as doctors, are found to receive more deferential reactions from others compared to those in less prestigious occupations, such as nurses ( Searle et al., 2017 ). Through these different treatments, the means of social regulation becomes diminished, especially for those in higher-status roles. As a result, individuals can perceive the same environment in very different ways, leading them to believe that the rules simply do not apply to them in the same way they do to others.

In focusing on the context, Bandura (2016) distinguishes how environmental influences arise. First, imposed environments physically and socioculturally constrain the individual; however, the aforementioned moral disengagement mechanisms allow individuals to psychologically alter their perceptions of these constraints, positioning their own actions to be the exception. Far greater agency arises through the second influence— selecting environments—with individuals deliberately selecting more favorable contexts, such as through their career or workplace choices. For example, the decision to undertake agency or locum work maximizes autonomy, while minimizing the means for others to detect; the perpetrator simply moves on to another workplace as concerns about their antics start to be raised ( Searle et al., 2017 ).

Selection also extends to particular social groups. Picking where, and with whom, to have work breaks allows the means to select like-minded people who are less likely to question and challenge the individual’s actions, thus reducing the aforementioned social sanction that could help them check and self-regulate ( Bandura, 2016 ). In this way these selected groups become important resources for perpetrators, enabling them to bolster their more permissive or deviant norms ( Pina & Gannon, 2012 ). Selection also extends to the choice of target, deliberately choosing those who are more vulnerable, or whose resistance can be more easily overcome—specifically, those with less access to voice, lower status, or heightened economic dependency ( O’Hare & O’Donohue, 1998 ); these targets are also likely to have less credibility as a witness, allowing the means to reduce legal sanctions ( Easteal & Judd, 2008 ). High-status perpetrators are often protected, with organizational officials more reluctant to intervene ( McDonald, 2012 ). Sadly, the resultant failure to even consider that something more nefarious might be occurring worsens the target’s plight; As a result, targets’ silence can appear acquiescent, because they simply perceive that nothing will be done if they raise their concerns ( O’Leary-Kelly et al., 2009 ), or defensive, reflecting fears of subsequent reprisals from this more senior perpetrator ( Hershcovis et al., 2021 ). Reinforced by the inaction of bystanders, perpetrators can, over time, perversely start to perceive that their wrongdoings are somehow sanctioned by those around them ( Rice & Searle, 2022 ).

Finally, environments can be active and deliberately created , strategically constructed to better facilitate their perverse activities; they also intentionally foster networks designed to help them mitigate social and legal sanctions ( Scott & Martin, 2006 ). Humor can provide an innocuous veneer to their antics, offering a means to reconstruct their actions as something more benign ( Page et al., 2016 ). Using these combined strategies, perpetrators actively reduce social censure and their fear of ostracization, deliberately normalizing their deviant norms ( Bandura, 2016 ). Through these accumulative means, networks of silence emerge that protect perpetrators and temporarily reduce reputational damage, enabling them not only to continue but even escalate their activities as they become more emboldened. Critically, deviant behaviors become cascaded as legitimate for others, insidiously altering workplace norms about both deviance and speak-up behaviors ( Hershcovis et al., 2021 ). Over time, more CWB-tolerant cultures form ( Russell & Oswald, 2016 ), particularly in contexts with high levels of competition and gendered power relations, where informal networks are particularly significant means of career advance ( Hennekam & Bennett, 2017 ). In this way, those with chronic predispositions engineer spaces that permit them to act out their proclivities undeterred ( Page & Pina, 2018 ), while those with opposing views feel increasingly marginalized and eventually have to choose whether to collude by remaining silent or to leave the organization. The resultant context becomes significantly diminished in the operation and effectiveness of social sanction, and also reduced in the means to help these individuals self-regulate. Therefore, over time, only the fear of legal sanction remains to inhibit a perpetrator.

In summary, socio-cognitive theory indicates key mechanisms that operate to both create and inhibit CWB. Bandura (1986 , 2016 ) outlines critical interwoven codeterminants, including individual, behavior, and environment, that comprise distinct social and cognitive mechanisms. This approach is important, as it identifies why some forms of behavior may for some individuals become compelling. It explains why sexual harassment and theft are higher-risk CWBs ( Spittal et al., 2019 ). It outlines, too, the value of a more comprehensive approach in how to detect, deter, and ameliorate CWB in organizations. Next, the separation between OCB and CWB is challenged, to reveal their relationship as more complex than first apparent.

Relations of OCB and CWB—Moral-Licensing Perspective

In the section defining CWB, it was positioned as the opposite of organizational citizenship behavior (OCB) (e.g., Dalal, 2005 ; Sackett, 2002 ). However, closer scrutiny suggests such findings may be an artifact of study design, because these two behaviors are rarely measured together ( Fox et al., 2012 ). Extant studies that include both of these discretionary behaviors reveal as overly simplistic a dichotomizing of “good” or “bad” people, and instead explore a significant temporal sequencing in their occurrence for individuals, to show that prosocial citizenship can preceding subsequent CWB ( Bolino & Klotz, 2015 ; Griep et al., 2021 ; Loi et al., 2020 ). Explanations of why such divergent behaviors should be enacted by the same individual offer intriguing insights that positions CWB as an unintended consequence of mandating good behavior ( Klotz & Bolino, 2013 ).

Research has indicated some danger in making people feel compelled ( Bolino et al., 2013 ) or obliged ( Organ et al., 2006 ) to undertake OCB, rather than having it as something they can choose to do for themselves. Removing an individual’s agency in the decision to act positively and altruistically can lead to unintended consequences, specifically providing a means to perceive that they are psychologically entitled to offset these “good” deeds against some subsequent “bad” activity.

Moral-licensing theory ( Merritt et al., 2010 ; Miller & Effron, 2010 ) contends that by undertaking “good” actions, individuals acquire the psychological basis for their subsequent CWB, or to express their morally problematic attitudes. The theory outlines two important mechanisms. First, moral credits involve previously acquired moral capital derived through undertaking “good” deeds being offset against subsequent amoral actions. This acquired moral license is not domain-specific, with credits acquired in one domain being offset by actions in another; it also licenses both interpersonally and organizationally directed transgressions ( Yam et al., 2017 ). While people can vary in the lower level of their “moral account,” through their re-crediting efforts they can psychologically avoid consequent threats to their moral self-image ( Zhong & Liljenquist, 2006 ); instead, they can retain their self-identity of being a “good” person.

Through the second mechanism, moral credentials, individuals can finesse their image as a moral person who does good ( Miller & Effron, 2010 ). The historical precedent created by their prior good deeds enables the means to position current, and future, morally ambiguous actions to be construed as more acceptable. In this way, a “good” person is regarded as not acting badly, so the actions they take must therefore not be bad. As a result, dubious activities become transformed by virtue of their historically derived more positive self-image. Equally, those with prior “bad” deeds may struggle to have their subsequent good actions confirmed. Indeed, through this means those with “good” deeds are granted a “sense of entitlement to some moral laxity” ( Zhong et al., 2009 , p. 78). In this way, for instance, organizationally encouraged volunteering could provide a credit that entitles an individual latitude to undertake subsequent CWB ( Loi et al., 2020 ).

Perceived organizational justice offers an important way to reduce the impact of moral licensing ( Loi et al., 2020 ). In contexts with low organizational justice, employees can feel entitled, even justified, to engage in transgressive actions, by regarding their responses to be less morally discrediting ( Klotz & Bolino, 2013 ). In this way, an organization with unequitable pay (low distributive and procedural justice) enables employees to feel justified in “taking back,” rather than perceiving these actions as simply stealing ( Greenberg, 2002 ). Yet people do not always seek revenge or payback, with moral identity ( Aquino & Reed, 2002 ) an important moderator to individuals’ injustice reactions. Extending insight into this further moral dimension adds greater nuance to explain why victims, and also observers of injustices, can seek revenge ( Barclay et al., 2014 ). Such study also identifies the significant role of norms regarding moral behaviors. Thus, while workplaces can be important contexts to study CWB due to the accumulation of perceived breaches to employees’ psychological contracts ( Griep & Vantilborgh, 2018 ), they are also important in exploring restraint and how moral identity can alter responses to injustice ( Skarlicki et al., 2016 ). Future study can add greater fidelity by extending how justice is measured to enable delineation of the consequences of different forms of injustice ( Loi et al., 2020 ). To date, studies have been confirmed to examination of the importance of fair processes and rewarding ethical actions.

Further, diary-based study that has examined moral-licensing effects has indicated how the significant consequences of psychological entitlement can be diminished through the use of temporal reframing, which repositions individuals’ attention on their future actions, rather than their past behavior ( Griep et al., 2021 ); Therefore, rather than individuals seeing a quid pro quo from their past good deeds in licensing current CWB, it focuses on their future good deeds to alter self-serving intentions. This highlights how as social beings our moral compasses can be led adrift, distorted by our own individual and shared biases and bounded cognitions ( Moore & Gino, 2013 ). A further temporal perspective that has received limited investigation arises where societal attitudes have evolved, or fresh critical insight is produced which requires revisiting of prior events, necessitating that individuals and society review again the morality of their behaviors as they become aware of the unintended consequences ( Hershcovis et al., 2021 ; Rice & Searle, 2022 ). In this way moral compasses need regular checking and review ( Moore & Gino, 2013 ).

In summary, this approach challenges as oversimplistic a dichotomy of “good” and “bad” individuals and reveals the dangers of prior “good” deeds in placing individuals beyond suspicion. Instead, it highlights the value of including a wider range of behaviors in studies, and the importance of considering moral identity along with temporal sequencing of actions. It reveals further individual difference facets and the cognitive dimensions that are significant to CWB, but also new approaches to moderate these outcomes. Moral-licensing theory also illuminates dangers in certain laudable occupations, such as being priests or doctors, which create moral credit and credentials that can then psychologically facilitate subsequent CWB. This approach outlines the powerful role of identity and the veneer of the “good person” in allowing individuals the means to avoid critically appraising their current behavior and its motivations. It highlights a value to reexamine our moral compasses, and to consider our current and future activities afresh.

Conclusions

This article has drawn attention to the considerable direct and indirect implications of CWB for individuals, organizations and society. Through exploring four perspectives, we revealed divergent lenses as to how CWB emerge, and different approaches to their detection and measurement, along with the means to contain, deter, and ameliorate them. Through these contrasting perspectives, some of the complex interactions of individual difference dimensions, but also behaviors, and their context emerge. It also charts important shifts in our understanding to reveal how we can all be capable of these activities, and the significance of further study of the temporal perspective to advancing our current understanding and study of this important topic.

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