This study finds that emotional exhaustion can deplete someone's resources to make ethical decisions. This reduction in self-regulation increases the likelihood that employees will engage in unethical behaviour that is either self-serving, or that benefits the organisation they work for.
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CIPD Trust
Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.
Bullying
and harassment
Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace.
Reviewed by
Jill Miller, Policy Adviser, Diversity and Inclusion
Jill is Senior Policy Adviser for Inclusion and Diversity at the CIPD. Her work focuses on the areas of gender, age and neurodiversity and she has recently led work on race inclusion, managing drug and alcohol misuse at work, and supporting employees through fertility treatment, pregnancy loss and still birth. Earlier in her career, Jill specialised in small business growth through good people management and employee wellbeing.
Pearson encourages collaboration and community, whilst giving employees the freedom and responsibility to determine where and when they work
Our research explores employer and employee perspectives of flexible and hybrid working practices and asks whether organisations are doing enough to meet employee demand
In the UK’s leading vehicle leasing organisation, agile working means a hybrid approach that brings the best of the office with the best of working elsewhere, with trust at its core
Principality’s approach to flexible and hybrid working focuses on ensuring colleagues are supported, connected and productive, regardless of how or where they choose to work
Why focusing on years of experience could help reduce bias against returners
The case for giving people more working-time autonomy
How applicants’ emotional restraint or exuberance can influence hiring decisions
How do performance-driven organisations impact on employee wellbeing?