Journal of Management Value & Ethics (original) (raw)
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Journal of Business Research, 2006
In the present study, a model of antecedents and outcomes of ethical behavior in work organizations was developed and tested. Antecedents included are corporate ethical values, organizational justice, and organizational commitment. The outcome of organizational citizenship behaviors was also examined. Data were gathered from 489 members of a regional chapter of the National Association of Purchasing Managers (NAPM). Structural equation modeling was used to test the model. Results indicated the data fit the model well. Implications for managers and directions for future research are discussed.
This study aims to reveal whether bank employees' assessments on the ethical climate affect their organizational citizenship and performance. To this end, four hypotheses were developed. The study included the employees of two state banks operating in the central district of Konya with the highest number of branch banks. The first of these banks has 20 branches in the central districts of Konya, whereas the other has 13 branches. The total number of "white-collar" employees in these branches is 310. The questionnaire was distributed to all employees. However, the number of questionnaires returned was 214. The return rate of the questionnaire was 69%. The demographic characteristics of the participants were determined using the descriptive statistics. In order to test the reliability of the scales used in the study, their total item correlations were found, Cronbach's Alpha coefficients were calculated and an exploratory factor analysis was performed. In addition, correlation analysis and confirmatory factor analysis were utilized to identify the relationships between variables. Finally, the accuracy of the model generated was tested in SEM (Structural Equation Modeling). All of the hypothesis developed at the beginning of the research were accepted.
Journal of Contemporary Management, 2019
Ethical work culture; Democratic Republic of Congo and organisational citizenship behaviour Abstract Drawing on both theory and research on organisational citizenship behaviour (OCB) and ethical work culture (EWC), this study examined the relationship between employees' perceptions of the work ethical culture (WEC) and their self-reported OCB. Convenience sampling (n=839) was used, which comprised of respondents who are permanently employed in a railway organisation in the Democratic Republic of Congo. The participants completed the Corporate Ethical Virtue Questionnaire (CEVQ), which measured the WEC and the OCB, which measured the OCB. The data was analysed by using multiple regressions to predict the relationship between EWC and employees' OCB. The results indicated that the participants perceived EWC significantly and positively in relation to OCB, and that participants perceived that WEC predicted their OCB. The results are beneficial for future researchers to understand the relationship between WEC and OCB, particularly in DRC organisations, which may be applicable to other developing countries. The study adds value to discretionary behaviour theory by suggesting that a work environment with a positive EWC will encourage workers to engage in discretionary behaviour that benefits both them and the organisation. It is suggested that this study could help human resource practitioners and managers to develop performance strategies that will create an ethical work environment, which encourages workers to display OCB, whilst enhancing job performance.
The impact of ethical leadership on organizational citizenship behavior
Leadership & Organization Development Journal, 2018
Purpose The purpose of this paper is to clarify the relationship between ethical leadership and employee organizational citizenship behavior (OCB), specifically the mechanisms through which ethical leadership impacts employee OCB, and the moderating role of workplace ostracism. Design/methodology/approach The study used the survey-based dyad data collected from middle management team members and their immediate subordinates in Chinese companies. Multiple regression analysis was used to test the research hypothesis. Findings The empirical findings indicate that ethical leadership positively influences employee OCB. Organizational commitment mediates the relationship between ethical leadership and employee OCB. Furthermore, the effect of ethical leadership on employee OCB directly and indirectly (via organizational commitment) is moderated by workplace ostracism. Originality/value This paper adds to knowledge about the relationship between ethical leadership and employee OCB and contr...
Can organizational citizenship behavior affect the work performance and work ethics of employees
Divine Word International Journal of Management and Humanities
The study aimed to examine the influence of organizational citizenship on employee work performance and work ethics. To deepen the understanding of the study, the literature was reviewed. The study employed a descriptive assessment and a correlational research design. The population consisted of all employees of the institution where the study was conducted. Data were collected using research questionnaires, and inferential statistics were used for analysis. Specifically, the weighted mean and Analysis of Variance were utilized. The study found that organizational citizenship behavior, work performance, and work ethics among employees were high. Overall, there was no correlation between organizational citizenship behavior and work performance or work ethics. However, when considered individually, there was a correlation between organizational citizenship behavior and work ethics, particularly regarding employees' moral attitudes toward work. In other words, organizational citizenship behavior enhances work ethics, including employees' moral attitudes toward their work. .
Promoting organizational citizenship behavior through ethical leadership: The education context
Divine Word International Journal of Management and Humanities, 2024
The study investigated the impact of ethical leadership on employees' organizational citizenship behavior. To enhance the conceptual understanding of the study, an extensive literature review was conducted. Employing an assessment and correlational research design, the study targeted the entire employee population of the Divine Word College of Laoag. Research questionnaires were utilized for data collection, with data analyzed using weighted mean and Pearson correlation coefficient (r). Results revealed a significant correlation between administrators' ethical leadership and organizational citizenship behaviour concerning OCBP. However, no correlation was found between ethical leadership and organizational citizenship behaviour associated with OCBO.
Enhancing the In-Role Behaviour and Organizational Citizenship Behaviours in the Workplace: A Multidimensional View for the Role of Ethical Climate, 2019
Non-ethical behavior is considered as one of the main reasons of distress any organization could be exposed to. The existence of un-ethical climates, within an organization, may result in several negative behaviors towards this organization and its members. Although previous studies asserted the role of ethical climate in both organizational and individual levels, limited studies considered the role of ethical climate from the multidimensional view. This is besides examining its impact on both the in-role and volunteer behaviours. Moreover, the inconsistency of the previous research findings recall the need to address these relations in different industries. Therefore, the purpose of this paper is to investigate the role of ethical climate from a multi-dimensional view, i.e. testing the five dimensions of ethical climate (Law and code, Rules, Instrumental, Independence and Caring) in predicting both the in-role behavior and organizational citizenship behaviors (organizational citizenship behaviors towards individuals and towards organizations). Based on the cross-sectional study, a survey data from faculty members were collected and analyzed using structure equation modeling. The findings suggested that ethical climate predicts both behaviors. It, also, revealed that the Independence and Rules dimensions are the most influencing climate dimensions in developing the in-role behavior whereas Caring, rules and Instrumental are positively related to the citizenship behaviors. This study is one of the limited studies that considered the role of ethical climate-from a multidimensional view-in predicting both organizational citizenship behaviors and in-role behavior. In addition, it is one of the earliest studies in the Arab region which tackles such a relationship.
International Journal of Organizational Leadership, 2016
Organizational citizenship behavior is sort of ethical behavior, which is considered as an inevitable necessity for effective organizational performance. The aim of this study was to investigate the impact of ethics on reinforcing organizational citizenship behavior. The study is an applied research adopting a survey design. The statistical population included 300 managers of arts and cultural clubs of the mosques in Esfahan in 2014-15. As statistical sample, 150 managers were selected by means of Cochran’s formula. The data collection tool was a researcher-made questionnaire (Cronbach’s Alpha= 0.83). The content validity of questionnaire was confirmed by experts and professors. The results indicated that from the viewpoint of respondents, the impact of organizational ethics on citizenship behavior is above average. Therefore, according to the results of statistical analyses, all the hypotheses of this research are confirmed and paying attention to ethical issues can improve the performance of the organization. Moreover, organizations’ adherence to ethics has a positive impact on different dimensions of organizational citizenship behavior.
Organizational citizenship behaviors: a glimpse in the light of values and job satisfaction
Purpose – The main goal of this study is to analyze the influence of work related values and work satisfaction on the Organizational Citizenship Behaviors (OCB), according to the perspective of the employees of a company from the education sector. Design/methodology/approach – A survey was carried out with 244 employees of a company located in the state of Rio Grande do Sul, Brazil. The company covers publishers, elementary school and high school levels, and preparative courses for Vestibular (university entrance exam) and Concursos Públicos (exams to be admitted to the civil service), and they are acting in the education sector since 2001. Findings – The main results reveal that the work related values and work satisfaction positively influence the OCB, and the main values with higher influence on OCB are Conformity, Universalism, Benevolence, and the Satisfaction with the boss, which are the independent variables with higher influence. The only value researched that has no influence on the OCB was Power. Originality/value – The results will enable a reflection on the reasons that make these individuals work, their satisfaction with the work done and its influence on the organizational citizenship behaviors. Additionally, they may provide subsidies for the education sector, to assess the prospect of their professionals regarding their concerns, interactions and behaviors in the workplace.
Ethical Duties of Organizational Citizens: Obligations Owed by Highly Committed Employees
Journal of Business Ethics, 2012
Individuals who demonstrate organizational citizenship behavior (OCB) contribute to their organization's ability to create wealth, but they also owe their organizations a complex set of ethical duties. Although, the academic literature has begun to address the ethical duties owed by organizational leaders to organizational citizens, very little has been written about the duties owed by those who practice OCB to their organizations. In this article, we identify an array of ethical duties owed by those who engage in extra-role behavior and describe those duties in context with personality theory. We suggest that employees who understand the complex nature of OCB and the associated duties they owe to others are more likely to reach their potential and make greater contributions within their organizations.