Reframing whistleblowing intention: an analysis of individual and situational factors

Purpose This paper aims to reframe the whistleblowing process by examining the individual and situational factors that have been overlooked by prior studies. Ethical climate, public service motivation (PSM), organisation identification and psychological safety are inquired. Design/methodology/approach The present study sample was drawn from a population of Indonesian local governments located in east Java, Indonesia. Particularly, self-administered questionnaires were hand-distributed to the employees in the four local governments. Of 2,169 questionnaires distributed to the employees, 1,687 questionnaires were returned to the researcher. However, the researcher removed 33 returned questionnaires because of poor data quality, such as incomplete answers. Thus, only 1,654 questionnaires were analysed in this study. Findings The findings support the idea of an ethical climate that can encourage the individual to blow the whistle. However, its effect is indirect. The predictive power of ethical climate on the individual’s whistleblowing intentions depends on the meditating roles of PSM, psychological safety and organisation identification. Interestingly, the mediating effects of PSM, psychological safety and organisation identification are extremely acknowledged when individuals have an opportunity to choose internal or external disclosures. Originality/value This study produces a different approach to understanding people’s intentions to report any wrongdoings. This study is dissimilar from prior studies in terms of the theoretical paradigm and research design. Previous studies mostly used students as their experiments. In contrast, the current study recruited employees who work in local governments. This situation fundamentally affects the understanding of the impact of an ethical climate on the individual intention to blow the whistle.

Presenting a Model of Organizational Insentience in the Red Crescent Society

Introduction: One of the factors that can create the necessary commitment among employees for the success of the organization is the prevailing atmosphere of the organization. In other words, a proper atmosphere and favorable moral climate help to improve performance, achieve goals, and maintain communication in the organization and play a vital role in the performance of the organization (in any field of work). Therefore, this study aimed to explain and design a spirituality-based work ethic model in the workplace in the Crisis Management Organization, Tehran, Iran. Method: This applied research was conducted based on a mixed methodology. The statistical population of this study in the qualitative part consisted of 128 directors of Tehran Crisis Management Organization in 2020-2021, reaching saturation with 19 people. Moreover, the statistical population of this study in the quantitative part included the staff of Tehran Crisis Management Organization in 2020-2021, among which 250 samples were selected based on Cochran's formula. The samples were chosen using stratified random sampling method and the instruments employed in the qualitative and quantitative parts were an exploratory and semi-structured interview and a researcher-made questionnaire, respectively. The collected data were analyzed in MAXQDA-2020 software and AMOS-26 software in the qualitative and quantitative parts, respectively. The AMOS software was used to measure the structural equation modeling and analyze the model fit indices. Findings: According to the findings, the work ethic model was based on spirituality in the workplace. In this model, ethical commitment, professional commitment, and relationship commitment were considered causal conditions of spirituality-based work ethic in the workplace in the Crisis Management Organization. Moreover, organizational ethical climate, Islamic ethical culture, ethical leadership, and ethical and Islamic education were respectively considered a pivotal phenomenon, interactive strategies, intervening conditions, and contextual variables of spirituality-based work ethic in the workplace in the Crisis Management Organization. Conclusion: The results of showed that all the reviewed indices were accepted to evaluate the fit of the modified structural model of the research. Given this, it can be said that the fit of this model was "approved". Furthermore, the total effect values of contextual variables, causal conditions, intervening conditions, strategies and interactions, and pivotal variables on spirituality-based work ethic in the workplace were obtained at 0.40, 0.51, 0.38, 0.65, and 0.61, respectively. The p-value of < 0.01 was considered significant.

The Empirical Investigation Between Ethical Leadership and Knowledge-Hiding Behavior in Financial Service Sector: A Moderated-Mediated Model

This study aimed to investigate the impact of ethical leadership on knowledge-hiding behavior of the employees working in the financial services sector under the mediating role of meaningful at work and moderating role of ethical climate. For this purpose, data were collected from two hundred and fifteen employees of financial services providing organizations. The already-established scales were followed to develop an instrument that was used to obtain responses from the respondents. Collected data were analyzed by applying the structural equation modeling through Smart PLS and Process Macro. The results indicate that ethical leadership and meaningful work (MW) reduce knowledge-hiding behavior of employees at work, while ethical leadership positively impacts the influential work of employees at the workplace. Further, the relationship between ethical leadership and knowledge-hiding behavior is partially mediated by MW. Similarly, ethical climate moderated the relationship between ethical leadership and knowledge-hiding behavior. This research makes valuable contributions to the existing literature on leadership and knowledge management. From a practical point of view, this study stresses that managers at work should promote ethical leadership styles to promote MW, which will reduce knowledge hiding. Thus, in this way, it will enhance the innovation and creativity within organizational circuits. The limitations and future directions of this study are also listed.

What Makes Employees Behave Innovatively? Empirical Evidence from South Korea

Although the value of a supportive organizational strategy has been recognized over time, there is a need to better understand its relationship with employees’ psychological and behavioral responses. This study focuses on employees’ innovative behavior as a result of their perceptions of internal market orientation in the organization. It proposes a sequential process model that examines the impact of internal market orientation on employees’ innovative behavior through the ethical climate, psychological ownership, and employee stewardship toward the organization. Using data collected from 310 employees of small and medium-sized enterprises in various industries in South Korea, a linear sequential relationship among the constructs is confirmed. The findings of this empirical study, therefore, suggest that the ethical climate, psychological ownership, and stewardship mediate the effects of internal market orientation on employees’ innovative behavior. The research thus offers a conceptual framework that shows the sequential process of the effect of internal market orientation on innovative behavior. Further, it shows that the perception of an ethical climate can be influenced by management and can develop an employee’s psychological ownership. Implications for managers and directions for future research are also discussed.

Building an ethical culture by improving conditions for whistleblowing

Purpose This paper aims to discuss the importance of an effective internal whistleblowing system in building a more ethical organizational climate. Design/methodology/approach This study draws on the literature to make recommendations for organizations, managers and boards of directors regarding implementing an effective whistleblowing process. Findings This paper offers practical information on what constitutes an appropriate level of preparedness and responsiveness. Organizations can reinforce their internal ethics by encouraging whistleblowers to report complaints internally. An effective whistleblowing process depends on the organization’s desire to build an ethical climate and its awareness of the power of whistleblowing as an ethical tool. Originality/value This study will help managers and other professionals to create and maintain an ethical climate by implementing an effective whistleblowing process. The discussion in this paper is important for any type of organization concerned with empowering whistleblowers and the whistleblowing process.

Ethical climate as foundation for internal corporate social responsibility and employee performance in Indonesian context during COVID-19 pandemic

<p>The research objective was to analyze the role of ethical climate as a foundation for internal Corporate Social Responsibility (CSR) and employee performance. The methodology used is a causal study to test the effect by using a survey of 400 employees Holding of state-owned defense, industry randomly selected nonmanagers. The results showed that ethical climate directs internal CSR activities as a realization of ethical awareness in the environment. Employees have an ethical responsibility to restore the goodness of the company to employees in real terms according to the company's demands in the form of optimal performance. The values, beliefs, and ethical atmosphere felt by employees are the reasons for implementing CSR. Internal CSR raises employees' awareness of the company's care and attention, which in turn increases the moral obligation to work optimally for the common good. Ethical climate is guidance for companies and individuals to be involved in collective efforts that can ensure sustainability. In conclusion, ethical climate has an influence on employee performance through CSR. The practical implication is to develop an ethical climate in the company to strengthen the company's internal CSR orientation. Its value contribution can explain the ethical climate function as a foundation for internal CSR concerning employee’s performance.</p>

Psychological Ethical Climate in Schools and Teachers’ Performance: Analyzing the Effect on Government and Private Teachers

The present research examined the impact of psychological ethical climate on teachers’ performance in government and private schools of Bahawalpur. In this study, the descriptive research design was used, and data were collected through two scales, such as the psychological ethical climate scale developed by Schwepker, Ferrell, and Ingram (1997) and the teachers’ job performance scale developed by Akhtar and Haider (2017). The simple random and convenient sampling techniques were used to select government ESEs and private school teachers and their principals to rate their performance. Total 280 questionnaires were distributed among teachers, and 60 questionnaires were provided to principals, and the response rate was 100% due to vigorous follow-up by the researchers. Researchers applied different statistical techniques to the collected data to get accurate results. This study revealed that both government and private teachers highly displayed a psychological ethical climate in their schools. The study results showed that psychological ethical climate has a statistically significant effect on teachers’ performance in private schools. At the same time, the effect was insignificant in government schools.

THE ROLE OF EMPOWERED EMPLOYEE ETHICAL VOICE IN SUPPORTING SOCIAL ENTREPRENEURSHIP

The ethical landscape of social entrepreneurship firms is at a nascent stage of development. To explore and potentially elevate this issue, this paper presents a conceptual model and accompanying research propositions to enhance the ethical climate surrounding social entrepreneurship. The conceptual model includes three compound constructs—ethical empowering leadership, perceived ethical organizational support and empowered employee ethical voice—augmented with two established constructs, a code of ethics and ethics training. A literature review is provided as supporting information for the conceptual model and associated research propositions. Potential applications and research implications are also presented.