The Impact of Ethical Climate on Project Status Misreporting

This research explored the impact of job satisfaction, the ethical behavior of coworkers, successful managers, and employees themselves. Also explored were six types of ethical climate on organizational commitment and its three dimensions, including affective, continuance, and normative commitment through an investigation on 476 Chinese insurance agents. The empirical results showed that ethical behavior of coworkers and a caring climate had a significantly positive impact on both organizational commitment and its three dimensions, while independence climate had no significant influence on overall organizational commitment or its three dimensions. Job satisfaction, ethical behavior of successful managers and employees themselves, and the other five types of ethical climates only had a significant impact on organizational commitment or some of its dimensions.

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Intra-national diversity

Cross Cultural & Strategic Management ◽

10.1108/ccsm-05-2017-0061 ◽

2018 ◽

Vol 25 (3) ◽

pp. 425-442 ◽

Cited By ~ 1

Author(s):

Srecko Stamenkovic ◽

Biljana Ratkovic Njegovan ◽

Maja S. Vukadinovic

Keyword(s):

Organizational Justice ◽

Design Methodology ◽

Ethical Climate ◽

Positive Impact ◽

Interactional Justice ◽

Personal Interest ◽

Content Type ◽

The Republic ◽

The Impact ◽

The Relationship

PurposeThe purpose of this paper is to investigate the impact of organizational justice on the ethical climate in organizations in Serbia.Design/methodology/approachIn the study, 3,413 employees participated whose task was to assess the dimensions of organizational justice (procedural, distributive and interactional) as well as the dimensions of ethical climate (egoism, benevolence and principle).FindingsThe obtained results show that the dimensions of organizational justice are significant predictors of dimensions of ethical climate. The dimension of distributive justice significantly predicts the dimensions of egoism and principle, while the dimensions of procedural and interactional justice significantly predict the dimensions of benevolence and principle. Concerning the structure of the relationship between dimensions of organizational justice and ethical climate, the results also showed that there is intra-national diversity depending on the region of the Republic of Serbia where the organization operates. Ethical climate based on maximization of personal interest is more connected to economically more developed regions with a larger population, while ethical climate based on duties related to norms, laws, rules and policies characterizes less developed regions with a smaller population.Originality/valueIn the context of contemporary Serbian business surrounding, the obtained results are discussed regarding the possibilities for improvement of ethical climate, which should be accompanied and supported by the positive impact of organizational justice.

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The trouble with secrets: pay secrecy, satisfaction and climate

International Journal of Organization Theory and Behavior ◽

10.1108/ijotb-07-2019-0090 ◽

2020 ◽

Vol 23 (4) ◽

pp. 337-357

Author(s):

Nathan Robert Neale

Keyword(s):

Direct Effect ◽

Ethical Climate ◽

Pay Satisfaction ◽

Moderating Effects ◽

Content Type ◽

Ethical Climates ◽

Pay Secrecy ◽

The Impact ◽

The Relationship ◽

Practical Implications

PurposeResearch addressing the impact of tacit and explicit pay secrecy policies on organizational climates is fairly limited. While researchers desire to explain the impact of such policies on individuals' pay satisfaction, a direct effect has not been supported. This study seeks to better explain how these policies are related to ethical climates and pay satisfaction.Design/methodology/approachThis study draws on ethical climate theory to show the influence of ethical climate types on job satisfaction and a moderating effect of explicit and tacit pay secrecy policies on this relationship. This is accomplished through designing this study by using existing scales from the literature in a survey methodology. A pilot study of 246 undergraduate students was used to validate the measures. Then, a sample of 217 adults was obtained to test the proposed relationships. Linear regression is employed to analyze the data and to test the existence of direct and moderating effects.FindingsThe five empirically tested ethical climates each have a direct effect on pay satisfaction. Explicit pay secrecy policies has a positive moderating effect on the relationship between rules, law and code ethical climates, and pay satisfaction. Tacit pay secrecy policies moderate the relationship between caring, rules, law and code, and independence ethical climates and pay satisfaction.Research limitations/implicationsThe findings strengthen the literature by demonstrating a stronger relationship between ethical climates and pay satisfaction. While some of the moderating effects were significant, others were not. This was surprising, but present avenues to further test ethical climate theory and the impact of pay secrecy policies.Practical implicationsThis study presents practical implications for managers. Understanding how these policies may be viewed differently, depending on the type of climate that is experienced within an organization may help managers evaluate using them. Trying to protect employees or the organization itself by enacting these polices may backfire and create additional problems. Managers may want to evaluate the manner that they communicate these polices through formal or informal means, depending on the type of climate experienced within the workplace.Originality/valueThis study is the first to examine the influence of explicit and tacit pay secrecy policies on the relationship between ethical climates and employees' satisfaction with pay. It leads to a number of directions for further research that may continue to build upon this study in order to further advance scholarly understanding of the importance of ethical climates and pay secrecy policies.

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Ethical Leadership and Organizational Citizenship Behaviour: the Mediating Role of Ethical Climate, Trust, and Justice

International Journal of Human Resource Studies ◽

10.5296/ijhrs.v10i1.15954 ◽

2019 ◽

Vol 10 (1) ◽

pp. 70

Author(s):

Tayyaba Ahmed Fatima ◽

Dr. Danish Ahmed Siddiqui

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Organizational Citizenship ◽

Ethical Leadership ◽

Ethical Climate ◽

Positive Impact ◽

Top Management ◽

Procedural Justice Climate ◽

The Impact ◽

Justice Climate

This study analysed and showed that how the Top Managements’ Ethical Leadership Influences Organization Citizenship Behaviour (OCB). We proposed that Ethical leadership affects OCB by promoting ethical climate and trust in an Organization. Thus, such factors gives a rise to Procedural Justice Climate and Distributive Justice, which resulted in OCB. This theoretical framework was empirically tested by gathering data of 210 employees who are working in different sectors in Pakistan by means of close ended Likert scale type questionnaires. Numerous statistical techniques for instance descriptive statistics, (CFA) confirmatory factor analysis and (SEM) structural equation modelling were used to analyse the results. As proposed in our theory, the results indicates a positive impact of Top Management Ethical Leadership on Ethical Climate and Trust in an Organization. Moreover, the result also indicates a significant positive impact of trust on both Procedural Justice Climate & Distributive Justice. Furthermore, both of these completely intercedes the consequences of top management ethical leadership on organizational citizenship behaviour. From a different viewpoint, the impact of ethical climate on Procedural Justice Climate is significantly positive, however; the relationship between ethical climate and Distributive Justice was found to be insignificant. Hence, this investigation provides a credible theoretical description as well as observed support of a contrivance through which ethical leadership of top management boosts Organizational Citizenship Behaviour. Therefore, managers in organization can rise Firm level OCB by enhancing the overall environment of the corporation and participatory factors in an ethical manner.

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The Impact of Service Climate and Ethical Climate on Business Performance Outcomes

Academy of Management Proceedings ◽

10.5465/ambpp.2016.13961abstract ◽

2016 ◽

Vol 2016 (1) ◽

pp. 13961

Author(s):

Kaifeng Jiang ◽

Jia (Jasmine) Hu ◽

Ying Hong ◽

Hui Liao ◽

Songbo Liu

Keyword(s):

Business Performance ◽

Ethical Climate ◽

Performance Outcomes ◽

Service Climate ◽

The Impact

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ETHICAL CLIMATE AND BEHAVIORAL INTEGRITY: A STUDY OF THE DETERMINANTS OF ETHICAL LEADERSHIP UNDER POLITICAL MENTORING

Humanities & Social Sciences Reviews ◽

10.18510/hssr.2021.9326 ◽

2021 ◽

Vol 9 (3) ◽

pp. 247-258

Author(s):

Waqas Baig ◽

Rizwan Qaiser Danish ◽

Muqqadas Rehman ◽

Muhammad Hasnain ◽

Hafiz Fawad Ali

Keyword(s):

Organizational Climate ◽

Ethical Leadership ◽

Ethical Climate ◽

Service Sector ◽

Strong Association ◽

Insurance Companies ◽

Behavioral Integrity ◽

Mediating Role ◽

The Impact

Purpose of the study: Unethical behavior has been a source of incremental cost in corporations worldwide, and its consequences are detrimental to organizational health. In today’s turbulent environment, the role of leadership becomes even more vital under uncertainties. This study investigates the impact of ethical climate and behavioral integrity on ethical leadership through political mentoring. Methodology: The data were collected through a self-administered questionnaire distributed to the employees of various service sectors of health, education, banks, insurance companies, telecommunication, hotels, and transportation. The overall useable response rate was 85% (450 in total). The data were analyzed through SPSS version 22 and ADANCO version 2.2. Main Findings: The findings of the study are evidence of a strong association among behavioral integrity, ethical climate, political mentoring, and ethical leadership. We also found the mediating role of political mentoring between behavioral integrity and ethical leadership and between ethical climate and leadership. Applications of the study: This study is significant for the managers of the service sector in developing the ethical climate. It gives an insight to the leaders that they should guide their subordinates about the environment appropriately. It means that the leader’s role matters in building the organizational employees’ character and success. Novelty/Originality of the study: In this study, the role of political mentoring in ethical climate has been recognized, which contributes to business ethics. Furthermore, it bridges the literature gap related to the mediating role of political mentoring in an organizational climate.

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The Influence of Company Rules, Ethical Climate, and Individual Characteristics on Sales Representative's Honesty

Journal of the Australian and New Zealand Academy of Management ◽

10.5172/jmo.2005.11.2.27 ◽

2005 ◽

Vol 11 (2) ◽

pp. 27-36 ◽

Cited By ~ 4

Author(s):

Steven L. Grover ◽

Cathy A. Enz

Keyword(s):

Ethical Climate ◽

Individual Characteristics ◽

High Tolerance ◽

Sales Representatives ◽

Tolerance For Ambiguity ◽

The Individual ◽

The Impact ◽

Complex Manner ◽

Formal Rules

ABSTRACTThis study examined the impact of situational and individual characteristics on sales representatives' propensity to lie or to tell the truth. The situational elements were the honesty of the organisation climate and its formal rules about lying to customers. The individual elements were the participants' degree of Machiavellianism and tolerance for ambiguity. The results indicated that more Machiavellian people were more likely to lie and that they were less guided by the rules than people who were low in this trait. In addition, rules and climate work together for people with a high tolerance for ambiguity in a complex manner.

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