The Relationship Between Ethical Climate, Workplace Deviance, and Mindfulness

Development of postmodern organizational approaches in the knowledge-based business environment plays a major role on the gaining importance of knowledge-based talents and skills. Moreover, corporate governance-related progress impacts structures and implications of organizations. Enterprises must follow the rules required by the age and regard the innovations in order to maintain their assets and provide competitive advantage. For that reason, human-related innovations and practices are popular in the management area. In this perspective, ethics is one of the most significant issues in both business and social life. Enhancement of negative work outcomes triggers the efforts for the establishment of ethical climates. Increase of the workplace deviance of employees also influences the need of moderating variables in the relationship between ethical climates and deviance. This chapter mentions ethical climate, workplace deviance, and mindfulness. Moreover, relations between variables are discussed in reference to the literature.

Trust, ethical climate and nurses’ turnover intention

Background: Nursing turnover is a very serious problem, and nursing managers need to be aware of how ethical climates are associated with turnover intention. Objectives: The article explored the effects of ethical climates on nurses’ turnover intention, mediated through trust in their organization. Methods: A cross-sectional survey of 285 nurses from three Indian hospitals was conducted to test the research model. Various established Likert-type scales were used to measure ethical climates, turnover intention and trust in organization. Hierarchical regression analysis and mediation analysis were used to test the model. Results: Hierarchical regression analysis and mediation analysis were used to test the model. The indirect effect of benevolent ethical climate on turnover intention through trust in organization was –0.20 with a 95% bootstrap confidence interval of lower level = –0.31 and upper level = –0.01. The indirect effect of principled ethical climate on turnover intention through trust in organization was –0.39 with a 95% bootstrap confidence interval of lower level = –0.58 and upper level = –0.17. Ethical considerations: The study adheres to the ethical standards recommended by the American Psychological Association for conducting research with informed consent, confidentiality and privacy. Conclusion: Both benevolent and principled ethical climates decreased turnover intention indirectly through trust in organization. Only principled ethical climates were directly associated with turnover intention. Our results suggest that nurse managers and leaders should try and establish principled and benevolent climates in order to engender trust in organization and to reduce turnover intention.

A Critical Analysis of a Book Section Four: “Shaping Ethical Contexts” in the Book Titled “Meeting the Ethical Challenges of Leadership: Casting Light or Shadow”

Ethics is at the heart of leadership; leaders act as ethics officers for their organizations through the process of social learning and by building positive ethical climates. Leaders assume the ethical responsibilities that come with that role. Leaders are primarily responsible for creating organizations that admire their ethical behavior. Leaders are the ethics officers of their organizations, casting light or shadow in large part through the example they set (Johnson, 2018, p. 393). This fact resulted into a critical analysis of “Shaping Ethical Contexts.” For this reason, the paper reviewed the ethical leadership in the small group context, including the behaviors to be displayed in front of small groups. The leader must have a common goal and work together with followers. He must be ready to listen to the group members' opinions to promote Ethical communication skills, and tactics include comprehensive. This critical analysis also presented a comprehensive review on creating an ethical organizational climate, i.e., important tools for building an ethical organizational climate including core ideology, codes of ethics, socialization, and ethics training. This paper also reminds us of how to meet the Ethical Challenges of Leadership in the Global Society. In the modern world, a leader's power is no longer limited by national boundaries. This analysis also presented the importance of Ethical Leadership in Crises. Managing a crisis is the ultimate test of ethical leadership because it is in crisis times that people recognize the real leaders.

Antecedents of organizational commitment of insurance agents: Job satisfaction, ethical behavior, and ethical climate

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.

The trouble with secrets: pay secrecy, satisfaction and climate

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.

Is ‘be yourself’ always the best advice? The moderating effect of team ethical climate and the mediating effects of vigor and demand–ability fit

Although we know that individuals who tend to reveal their true selves to others at work are better performers, little is known about why this is the case or in which workplace environments this trait will be most helpful. In the present study, we leveraged self-verification theory to better understand the internal and interpersonal effects that self-verification striving has on employees. Specifically, we proposed and found that self-verification striving serves to increase both employee vigor and demand–ability fit, ultimately leading to better job performance. Results of a multilevel, two-wave study involving 222 employees and their supervisors further revealed that ethical climates also play a critical role in affecting the self-verification striving–employee outcome relationship. Specifically, self-verification striving leads to higher vigor and better demand–ability fit and subsequently higher job performance only in teams with high ethical climates. Our results contribute to the literature by describing how and when self-verification striving may augment performance.

Relationship between human resource management practices, ethical climates and organizational performance, the missing link

PurposeThe purpose of this paper is to investigate the influence of human resource management (HRM) practices, (recruitment and selection) and organizational performance (OP) through mediation role of ethical climates (ECs) in Nigerian educational agencies.Design/methodology/approachQuantitative data were collected from 181 educational agencies represented by director of administration; SmartPLS-SEM was used in testing the relationship, as well as testing the mediating effect of ECs.FindingsThe results revealed strong support for the mediating role of ECs on the relationship between HRM practice (recruitment and selection) and OP.Research limitations/implicationsPolicy makers and executives in educational agencies need to consider making appropriate decision in terms of effectively adopt and implement performance-based HRM practices that can encourage and create ethical behavior of employees’ and within organization. Through the adoption and utilization of these practices, educational agencies can enhance OP.Practical implicationsThis study contributes to the understanding of the relationship between HRM and OP by clarifying a pathway between these variables. This study also generalizes consistent findings on the HRM practices and OP relationship to a different discipline and context, i.e. educational agencies.Originality/valueThis study adds to the domain of resource-based view by incorporating EC as a mediator between HRM practices and OP.