Guiding unphilosophical employees: organizational autonomy and work design theory in light of virtue ethics

Abstract

Purpose – This paper aims to address how to foster ethical decision-making in autonomous organizational contexts without undermining employee autonomy. It aims to provide a neo-Aristotelian response to this issue by exploring how MacIntyre's virtue ethics – particularly his idea of the “unphilosophical” or “plain person” – can guide ethical decision-making in organizations without limiting autonomy. Design/methodology/approach – This is a conceptual paper that, building on the problem addressed in work design theory regarding autonomy and ethical decision making, applies a MacIntyrean virtue ethics approach to explore practical considerations for employees to guide their non-expert ethical decision-making. Accordingly, the paper offers a complementary framework rooted in virtue ethics that emphasizes excellence, shared deliberation, fellowship and care as paths for a practical roadmap aimed toward ethical decision-making. Findings – The paper suggests that MacIntyre's virtue ethics provides a robust framework for addressing the paradox of autonomy and unethical behavior in organizations presented by work design theory. It shows that fostering shared deliberation, fellowship, and care can help employees identify and pursue workplace excellence while maintaining personal integrity and organizational effectiveness. Originality/value – This study reframes the relationship between autonomy and ethics in the workplace, providing a philosophically grounded – yet accessible framework for plain, nonphilosophical employees – to address the paradox of autonomy and unethical behavior in organizations. It shows that fostering shared deliberation, fellowship and care can help employees identify and pursue workplace excellence while maintaining personal integrity and organizational effectiveness.