000			01366pab a2200169 454500
008			180718b2005 xxu||||| |||| 00| 0 eng d
100			_aMiller, Gerald J. et al.
245			_aHow financial managers deal with ethical stress
260			_c2005
300			_ap.301-312.
362			_aMay-Jun
520			_aThis article explores the way public-sector financial managers cope with ethical challenges created by undue political pressure and demands for special treatment. A nationwide survey of financial managers revealed that fiscal stress exacerbates ethical pressure for most financial managers, including chief financial officers (CFOs) and those who report to CFOs. Financial managers do not work in an ethical vacuum; they respond to supervisors who encourage ethical action and to coworkers who demonstrate high standards of personal integrity. Supervisors of CFOs who emphasize political responsiveness in employee evaluations can threaten the ethical behavior of CFOs, while timely feedback can mitigate ethical press ure. In turn, CFOS as supervisors can temper the harsh work environment in fiscally stressed times by encouraging ethical action and by giving adequate feedback to those who report to them. - Reproduced.
650			_aOccupational diseases
650			_aFinancial management
773			_aPublic Administration Review
909			_a65792
999			_c65792 _d65792