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1 – 10 of over 29000David A.L. Coldwell, Mervywn Williamson and Danielle Talbot
A significant and increasing number of graduate recruits take up employment for specific companies by virtue of their ethical reputation and profiles. As such, ethical fit has…
Abstract
Purpose
A significant and increasing number of graduate recruits take up employment for specific companies by virtue of their ethical reputation and profiles. As such, ethical fit has become an important dimension of the attraction and retention of graduates. However, preconceived notions of a company’s ethical orientation obtained through the media and initial recruitment exercises may be challenged during the induction and socialization phases of organizational entry, such that people may find that the reputation is just an external façade leading to disappointment and a reassessment of the employer. The paper aims to discuss these issues.
Design/methodology/approach
The study’s essential focus is on building a conceptual ethical fit model and to underline the need for further conceptual development in the area. The analysis of extant secondary data and the methodology of serendipity were used.
Findings
The model’s conceptual cogency and practical utility for human resource management are analyzed in the light of specific secondary data and specific propositions described.
Research limitations/implications
A major concern with conceptual models is empirical validity and practical utility which requires empirical testing. However, this limitation has been mitigated by the use of a serendipitous approach from a qualitative empirical study with a generalized person–organization (P–O) focus.
Practical implications
Various practical implications of the model described in the paper for HR management are evident from empirical studies in the area which have dealt with particular aspects of the model. For example, Bauer et al. (1998) found that socialization effects employee turnover. And, Cable and Parsons (2001) indicate that organizational socialization is critical in generating committed employees whose values are congruent with those of the organization. Since committed employees are critical for the success of the organization, they suggest training programs for hiring managers and criteria in performance appraisals that include the development of employee value congruence through specific formal socialization tactics.
Originality/value
The paper contributes to the extant literature by building a dynamic conceptual model with attendant testable propositions that explore the implications of employee misalignment in pre-socialization anticipatory organizational ethical fit and post-socialization organizational ethical fit. More specifically, the study contributes to the extant literature by considering the socialization process in relation to ethical fit dynamics. It also considers from the point of view of specific moral development theory and changing perceptions of ethical climate that occur during organizational socialization. Serendipitous material obtained from a qualitative study of P–O fit puts flesh on the bones of the effects of the socialization process on ethical fit described by the paper’s conceptual model while providing circumstantial evidence for the propositions and their practical utility for HR management.
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Christina Klearchou Dimitriou and Charles H. Schwepker
Grounded in ethical decision-making theory, this paper aims to develop and empirically tests a model that examines the relationships between ethical leadership, customer…
Abstract
Purpose
Grounded in ethical decision-making theory, this paper aims to develop and empirically tests a model that examines the relationships between ethical leadership, customer orientation, ethical values person-organization fit, commitment to service quality and service sabotage among customer-contact service employees in the lodging industry.
Design/methodology/approach
Data were electronically collected from a national survey of 316 hotel/motel customer-contact employees.
Findings
Results revealed that perceived ethical leadership behavior is positively related to customer orientation, ethical values person-organization fit and commitment to service quality. Customer orientation is positively related to commitment to service quality and mediates the relationship between ethical leadership and service sabotage. Ethical values person-organization fit mediates the relationship between ethical leadership and service sabotage.
Research limitations/implications
The study is cross-sectional, limited to customer-contact employees in lodging settings and examines merely the employee perspective.
Practical implications
Lodging leaders can benefit significantly in many areas by practicing ethical leadership. For example, service sabotage behaviors can be reduced indirectly by aligning the customer-contact employees’ ethical values with those of the organization, as well as when this employee is customer-oriented. An ethical leadership style also can positively influence customer-contact employees’ customer orientation and increase their commitment to service quality. Lodging properties must hire and cultivate managers and supervisors with ethical values.
Originality/value
This research helps to better understand leadership behaviors useful for improving the ethical conduct and performance of customer-contact employees in the lodging industry, while simultaneously improving their commitment to service quality and guest-oriented behavior.
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Tamer Koburtay and Radi Haloub
This paper emphasizes the theoretical relevance that workplace spirituality may add to the person–organization (P-O) fit theory through the examination of a framework that…
Abstract
Purpose
This paper emphasizes the theoretical relevance that workplace spirituality may add to the person–organization (P-O) fit theory through the examination of a framework that comprises how workplace and self-spirituality fit enhances the perceived P-O spirituality fit. A related aim is to test how the perceived P-O spirituality fit enhances both employees' ethical and spiritual leadership behavior.
Design/methodology/approach
Data were collected using a quantitative study of 132 employees across various organizations in Jordan. Data were firstly checked by the use of exploratory factor analysis (EFA) and reliability tests. Hypotheses have been tested by the use of hierarchical multiple regression analysis.
Findings
In line with the hypotheses, the study's results exhibited that workplace and self-spirituality fit positively enhances the perceived P-O spirituality fit. The results also show that the perceived P-O spirituality fit enhances both employees' ethical and spiritual leadership behaviors.
Practical implications
The present study warrants several practices for human resource management (HRM), policy and development. It suggests that HRM practices should encourage a more “spiritual– and ethical-friendly” environment by ensuring that staffing and other HRM responsibilities are clearly committed to ethics and supportive of spirituality. Specifically, within performance appraisal policies, HR managers may include specific policies and ethical action targets to promote more ethical behaviors. There may be regular monitoring to track the trajectory of the HRM practices in this regard.
Originality/value
The contribution of this paper extends beyond the vast literature on P-O fit with the generation of a new concept (i.e. P-O spirituality fit) to the literature in a Muslim-majority country. This offers reinvigorated awareness of the topic under study and suggests specific future research directions.
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Sean Valentine, David Hollingworth and Bradley Eidsness
There is reason to believe that an ethically minded approach to hiring and the development of an ethical context should be associated with incremental decreases in employees’…
Abstract
Purpose
There is reason to believe that an ethically minded approach to hiring and the development of an ethical context should be associated with incremental decreases in employees’ perceptions of ethical conflict. It is also likely that the selection of ethical employees, and the reduced ethical conflict that follows, are positively related to employees’ positive work attitudes. The purpose of this paper is to test these relationships.
Design/methodology/approach
Using a self-report questionnaire, information was collected from 187 employees working for a medium-sized financial services organization with offices located primarily in the Midwestern USA.
Findings
Results of structural equation modeling indicated that employees’ perceptions of ethics-related selection were negatively related to perceived ethical conflict, and that reduced ethical conflict and enhanced ethics-related selection were associated with an increased positive work attitude, which was comprised of job satisfaction, an intention to stay, and organizational commitment.
Research limitations/implications
The results cannot prove causal association between the constructs, and the use of one focal firm limits generalizability.
Practical implications
Organizational leaders and HR professionals should develop ethics-based hiring practices to reduce ethical conflict and strengthen a company's ethical context.
Originality/value
This investigation is relevant because strong relationships among ethics-related hiring, ethical conflict, and positive work attitudes would suggest that companies must use ethical selection criteria and maintain an ethical culture/climate that meets or exceeds employees’ expectations about ethics. Furthermore, this study adds to the relatively few published works exploring the relationship between ethical conflict and work attitudes.
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Avinash D. Pathardikar, Sangeeta Sahu and Neeraj Kumar Jaiswal
The purpose of this paper is to investigate the relationship between an employee’s beliefs about organizational ethics, career commitment (CC), affective commitment (AC) and…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between an employee’s beliefs about organizational ethics, career commitment (CC), affective commitment (AC) and career satisfaction (CS). The model expands the earlier work commitment models with CS as the outcome variable.
Design/methodology/approach
Subjects were drawn from a 2014 survey of frontline and middle level executives from the insurance sector in India using a structured questionnaire from six Indian insurance companies, 252 were analyzed with structural equation modeling.
Findings
The results indicate that executive perceptions about organizational ethics are important for both commitment and satisfaction. Ethical practices at work have a positive outcome on CC, AC and CS. The role of career commitment as a mediator in the relationship between ethics, AC and CS is evident.
Research limitations/implications
It is a cross-section study restricted to a single group with similar demographic characteristics. Hence, generalizability of the findings need further research among different groups. Common method variance is addressed using Harman single factor test.
Practical/implications
By working out ethical practices in the organization and developing a culture with clarity in business policies and financial constraints to stakeholders, the organizations can win employee commitment and satisfaction.
Originality/value
The theoretical contribution of this paper lies in its inclusive approach encompassing the ethical belief of individual with commitment and CS. It differs from earlier studies that have shown the influence of protestant work ethic on commitment. It highlights the similarities and differences between several work commitment models developed in a western context, and the model that we have developed in the Indian context.
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Sheng-Wuu Joe, Wei-Ting Hung, Chou-Kang Chiu, Chieh-Peng Lin and Ya-Chu Hsu
To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a model that explains how ethical climate influences turnover…
Abstract
Purpose
To deepen our understanding about the development of turnover intention, the purpose of this paper is to develop a model that explains how ethical climate influences turnover intention based on the ethical climate theory and social identity theory.
Design/methodology/approach
The hypotheses of this study were statistically tested using a survey of working professionals from Taiwan’s high-tech industry. Of the 400 questionnaires distributed to the working professionals from five large high-tech firms in a well-known science park in Northern Taiwan, 352 usable questionnaires were returned for a questionnaire response rate of 88 percent.
Findings
The test results of this study first show that all three dimensions of ethical climate (i.e. instrumental, benevolent, and principled) are indirectly related to turnover intention via the mediation of firm attractiveness. Moreover, instrumental and benevolent climate directly relate to turnover intention, whereas benevolent climate negatively moderates the relationship between principled climate and firm attractiveness.
Originality/value
This study finds that benevolent climate plays a dual role as an antecedent and a moderator in the formation of turnover intention, complementing prior studies that merely concentrate on the single role of benevolent climate as either an antecedent or a moderator. The effect of principled climate on organizational identification complements the theoretical discussion by Victor and Cullen (1987) about deontology in which an ethical workplace climate (such as legitimacy) drives employees to invest in identity attachments to the organization and influences their future career decision (e.g. turnover).
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Hian Chye Koh and El'fred H.Y. Boo
This study examines the relationship between organisational ethics and organisational outcomes based on the justice theory and cognitive dissonance theory. The sample data are…
Abstract
This study examines the relationship between organisational ethics and organisational outcomes based on the justice theory and cognitive dissonance theory. The sample data are derived from a questionnaire survey of 237 managers in Singapore. Results obtained from decision trees indicate significant and positive links between ethical culture constructs (i.e. top management support for ethical behaviour and the association between ethical behaviour and career success within the organisation) and job satisfaction. Further, there is a significant and positive link between job satisfaction and organisational commitment. Also, for different levels of job satisfaction, particular aspects of organisational ethics are associated with organisational commitment. The results suggest that organisational leaders can use organisational ethics as a means to generate favourable organisational outcomes.
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Ahmed Abdalla, Ahmed Elsetouhi, Abdelhakim Negm and Hussein Abdou
The purpose of the paper is to fill gaps in the existing fit and turnover intention (TI) literature by investigating a more comprehensive model, in which TI is proposed to be…
Abstract
Purpose
The purpose of the paper is to fill gaps in the existing fit and turnover intention (TI) literature by investigating a more comprehensive model, in which TI is proposed to be influenced by the interplays of three multidimensional types of fit including, person-organization (P-O) fit, person-group (P-G) fit, and person-job (P-J) fit.
Design/methodology/approach
Participants were selected from different specializations within Mansoura University medical centers, where each medical center was represented proportionately within the sample. Data were collected using self-administered questionnaires. Questionnaires were provided to 850 employees who agreed to participate. Of the 850 questionnaires distributed, 385 were valid and complete (n=385). Partial least squares analysis was utilized for the analyses.
Findings
Results showed that P-O fit, P-G fit, and P-J fit were positively related to each other and negatively related to TI. Furthermore, the negative relationship between P-O fit and TI is partially mediated by P-G fit and P-J fit.
Originality/value
The present study simultaneously examines the multidimensional effects of different fit perceptions on TI. In doing so, we identify which of the fit perspectives influence TI more intensely. Moreover, the authors advance current insights by investigating the mediating roles of P-G fit and P-J fit in the relationship between P-O fit and TI.
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The purpose of this paper is to confirm the direct and indirect effect of employee ability, perceived ethic, and leadership and leadership to service quality through employee…
Abstract
Purpose
The purpose of this paper is to confirm the direct and indirect effect of employee ability, perceived ethic, and leadership and leadership to service quality through employee commitment.
Design/methodology/approach
A survey instrument is using to collect the data and to measure the effect of employee ability, perceived ethic, and leadership directly to the quality of inpatient health care services was developed. This study also used the self-perception, leadership evaluation and customer evaluation questionnaires. The effects among variables were also analysed by using the structural equation modelling method.
Findings
The results of the analysis show that the survey instrument was reliable and valid; the implementation of hospital ethic was more emphasised on the nurses (as a front liners); the study proved that there is a direct and indirect effect among variables of employee ability, hospital’s ethic, and leadership to the service quality through the employee commitment; the direct effect of employee commitment variables against the service quality was significantly negative.
Research limitations/implications
Analyses are developed within the context of a government single hospital of Type A. According to the time sequence of study, this field of study research considered for purpose only (one time study), and was not conducted for experimental study.
Originality/value
This paper’s main contribution is to propose and empirically test a set of constructs that complement the effect of employee ability, hospital’s perceived ethic, leadership on the service quality of inpatient health care through the employee commitment direct and indirectly in the Type A hospital.
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Jeffrey F Shields and Lourdes Ferreira White
What is measured gets managed – especially if rewards depend on it. For this reason many companies (over 70% in this survey) have upgraded their performance measurement systems so…
Abstract
What is measured gets managed – especially if rewards depend on it. For this reason many companies (over 70% in this survey) have upgraded their performance measurement systems so as to include a mix of financial and non-financial metrics. This study compares how companies currently measure performance for compensation purposes with how their managers think performance should be measured. We find significant measurement gaps between actual and preferred measures, and we find that larger measurement gaps are related to lower overall performance. The choice of performance measures for compensation purposes is also related to the attitudes of managers towards manipulation of reported results.