The influence of ethical climate on marketing employees' job attitudes and behaviors

In this study, two data sets were used to test the validity of the Babin, Boles, and Robin (Babin BJ, Boles JS, Robin DP. Representing the perceived ethical work climate among marketing employees. J Acad Mark Sci 2000;28(3):345-358.) measure of ethical work climate and its relationship with role stress, pay satisfaction, supervisor satisfaction, organizational commitment, performance, and turnover. The results indicated that ethical work climate is a multidimensional construct and that its dimensions influence marketing employees' job attitudes and job behaviors. Facets of job satisfaction and organizational commitment mediated the relationship between ethical work climate and turnover intentions and turnover.     

Ethical Pressure, Organizational-Professional Conflict, and Related Work Outcomes among Management Accountants

This study examines the effects of ethical pressure on management accountants' perceptions of organizational-professional conflict, and related work outcomes. It was hypothesized that organizational pressure to engage in unethical behavior would increase perceived organizational-professional conflict, and that this perceived conflict would reduce organizational commitment and job satisfaction, and increase the likelihood of employee turnover. A survey was mailed to a random sample of Certified Management Accountants to assess perceptions of the relevant variables. The results of a structural equations model indicated that, as hypothesized, ethical pressure was associated with higher levels of perceived organizational-professional conflict. Also as hypothesized, higher levels of conflict were associated with lower levels of organizational commitment and job satisfaction. Finally, lower levels of commitment and satisfaction were associated with higher turnover intentions.     

Applying career concepts to strengthen the work-attitudes of service professionals

Given the nature of employment relationships today, service organizations can strengthen the organization commitment levels and reduce the turnover intentions of its professionals through providing job features important to their careers. These features include opportunities to perform challenging work, experience trusting relationships with customers/clients, and obtain extrinsic rewards. Using a sample of alumni from a hospitality business program, hypotheses that these features impact organizational commitment and turnover intentions, partially through strengthening professionals’ career commitment, are developed and tested. Findings suggest that challenging work opportunities impact these attitudes both directly and indirectly. So too trusting relationships with customers and clients indirectly impact organization commitment and intent to turnover (ITO). Results also suggest that, as a whole, satisfaction with extrinsic rewards has no effect. However, an analysis of multigroup mediation results revealed that for professionals working in professional service firms, satisfaction with pay reduces both attitudes. Implications for research in organization commitment and ITO, specifically the role and impact of career-based antecedents, are discussed.     

Antecedents of organizational citizenship behaviours among part-time employees of service organizations in Korea

This study investigates the antecedents of organizational citizenship behaviours by using data consisting of 196 part-time instructors drawn from six sport centres in the Republic of Korea. The results of a structural equation analysis suggest that job satisfaction has a positive effect on organizational and occupational commitment, occupational satisfaction has a positive effect on organizational and occupational commitment, organizational commitment has a positive effect on organizational citizenship behaviours (OCBs) and a negative effect on turnover intentions, and turnover intentions has a negative effect on OCBs. The effect of occupational commitment on both turnover intentions and OCBs was not significant. This research addresses a number of important issues in the management of human resources (i.e. part-time workers) in service organizations; that is, this study examines how part-time employees' satisfaction and commitment with respect to their jobs, occupations or organizations are related to their OCBs; this relationship is arguably one the most important issues facing service organizations today.     

The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field

This study examines a moderated/mediated model of ethical leadership on follower job satisfaction and affective organizational commitment. We proposed that managers have the potential to be agents of virtue or vice within organizations. Specifically, through ethical leadership behavior we argued that managers can virtuously influence perceptions of ethical climate, which in turn will positively impact organizational members’ flourishing as measured by job satisfaction and affective commitment to the organization. We also hypothesized that perceptions of interactional justice would moderate the ethical leadership-to-climate relationship. Our results indicate that ethical leadership has both a direct and indirect influence on follower job satisfaction and affective commitment. The indirect effect of ethical leadership involves shaping perceptions of ethical climate, which in turn, engender greater job satisfaction and affective organizational commitment. Furthermore, when interactional justice is perceived to be high, this strengthens the ethical leadership-to-climate relationship.     

Procedural justice in promotion decisions of managerial staff in Malaysia

Previous research indicates that procedural justice in promotion decisions has affected employees' organizational commitment, intent to leave and career satisfaction. The purpose of this study was to examine the effect of procedural justice in promotion decisions on managers' commitment, specifically organizational commitment, intent to leave, career satisfaction and job performance in multinational companies in Malaysia. Data were obtained from a sample of managers with more than 10 years of service in the organization through in-depth interviews. The findings show that perceived procedural injustice in promotion decisions have an unfavourable impact on employee commitment, job performance and career satisfaction. The intent to leave is also higher, especially among young managerial staff.     

Workplace Values and Outcomes: Exploring Personal,Organizational, and Interactive Workplace Spirituality

Spiritual values in the workplace, increasingly discussed and applied in the business ethics literature, can be viewed from an individual, organizational, or interactive perspective. The following study examined previously unexplored workplace spirituality outcomes. Using data collected from five samples consisting of full-time workers taking graduate coursework, results indicated that perceptions of organizational-level spirituality (“organizational spirituality”) appear to matter most to attitudinal and attachment-related outcomes. Specifically, organizational spirituality was found to be positively related to job involvement, organizational identification, and work rewards satisfaction, and negatively related to organizational frustration. Personal spirituality was positively related to intrinsic, extrinsic, and total work rewards satisfaction. The interaction of personal spirituality and organizational spirituality was found related to total work rewards satisfaction. Future workplace spirituality research directions are discussed.     

工作满意度、情感承诺和工作投入对工作技能评价结果的影响

In this study, we surveyed 272 post-holders from four different occupations, namely, public servants in charge of HR administration, software engineers, web editors, and newspaper advertisement salesperson. We found that the three job attitude variables of job satisfaction, affective commitment and job involvement all have significant effects upon job skill importance ratings and skill level ratings after controlling for occupational and demographic variables. Further comparison revealed that job satisfaction has a greater influence upon the above two ratings than affective commitment and job involvement. Also, we studied several occupations comprehensively in the present article, which is beneficial to a deeper understanding of factors influencing job analysis ratings and is thus of great importance to future job analysis research and practice. __________ Translated from Xinli xuebao 心理学报 (Acta Psychological Sinica), 2007, 39(1): 146–154     

Emotional labor's impact in a retail environment

It is essential for organizations to understand and manage salespeople's emotions. By monitoring the effects of emotions on the job, management can promote and enhance its sales force. However, the literature on salespersons' emotions has been largely overlooked. This paper establishes an integrative emotional labor process model to better understand the emotional component of the sales force in a retail context. Specifically, the paper examines the impact of emotional labor and emotional exhaustion in relation to job satisfaction and organizational commitment. Findings suggest that emotional labor predicts both job satisfaction and organizational commitment, while emotional exhaustion only predicts job satisfaction.     

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees.     

HALF THE SKY: The Moderating Role of Cultural Collectivism in Job Turnover Among Chinese Female Workers

The present study examines how collectivism, an important cultural value, plays a moderating role in the association between job attitudes (job satisfaction and organizational commitment) and actual turnover in a sample of 781 Chinese female workers. Results show that collectivism moderates the relationships between job attitude variables and turnover intention. Job satisfaction and organizational commitment are more powerful in predicting turnover intention when levels of collectivism are high rather than low. However, collectivism only moderates the mediation of turnover intention in the relationship between job satisfaction and actual turnover. The study deepens the understanding of the moderating effect of cultural values in organizational behavioral outcomes as Taras et al. (J Appl Psychol 95:405–439, 2010) suggest. Also discussed are the practical implications on how to control the voluntary termination of female laborers who constitute an important part in Chinese manufacturing.     

A Hierarchical Model of Values,Leadership, Job Satisfaction and Commitment

Abstract

Using a structural equation modeling technique, we empirically tested a hypothetical hierarchical model where personal values leadership styles job satisfaction organizational commitment. Survey data (N = 205) were collected from retail managers of national retail chain store companies. Our exploratory study found that personal values influenced retail managers' leadership styles, which in turn influenced their intrinsic and extrinsic job satisfaction. Job satisfaction ultimately influenced organizational commitment. Theoretical and managerial implications for human resources management are discussed.     

Differences in Turnover Predictors between Multilevel and Single Level Direct Selling Organizations

Turnover among its salespeople is a significant issue for direct selling firms because attrition impacts the size and continuity of revenue generation by a firm's sales force. While turnover rates in direct selling are high overall, turnover rates and intentions to quit differ significantly between multilevel (ML) and single level (SL) forms of direct selling organizations. This study examines whether specific demographic and behavioural/attitudinal characteristics of direct salespeople correspond to differences in turnover between ML and SL salespeople. For many demographic variables there are significant differences between ML and SL salespeople, but none of these differences correspond to differences in quitting intentions. There are also significant differences between ML and SL salespeople on the behavioural and attitudinal variables studied. Analysis revealed that the relationship between some of these variables and quitting intentions differed substantially between ML and SL salespeople. These variables included job satisfaction, organizational commitment, perceived image of direct selling in the marketplace, and the importance of the job characteristics of work rewards and career growth. Specific managerial implications follow from these findings.     

Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership

Interest in corporate social responsibility (CSR) is gaining momentum in academic and managerial circles. However, prior work in the area has paid little attention to how CSR initiatives should be implemented inside the organization. Against this backdrop, this study examines the impact of CSR initiatives on an important stakeholder group—employees. We build and test a comprehensive multilevel framework that focuses on whether employees derive job satisfaction from CSR programs. The proposed model predicts that a manager’s charismatic leadership influences employees’ interpretations about the motives underlying their companies’ engagement in CSR initiatives (intrinsic and extrinsic CSR-induced attributions) which, in turn, influence employee job satisfaction. Hierarchical linear modeling of data from 47 organizational units comprising 438 employees from three world-leading manufacturing organizations shows that when employees think that their manager possesses charismatic leadership qualities, they tend to attribute the organization’s motives for engaging in CSR activities to intrinsic values, which, in turn, are positively associated with job satisfaction. Also, the extent to which managers are perceived as charismatic leaders relates positively to job satisfaction. Interestingly, CSR-induced extrinsic attributions are neither explained by charismatic leadership nor do they predict job satisfaction. Implications for both theory and practice are discussed.     

Ethical work climate,employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics

This study examined the mediating effects of organizational politics on the relationships between ethical work climate and two employee outcomes: affective commitment and proactive customer service performance. Using 200 survey responses collected from six shopping malls, we found that perceived ethical work climate had a direct effect on employee perceptions of organizational politics, affective commitment and proactive customer service performance. Moreover, perceived organizational politics partially mediated the relationship between ethical climate and affective commitment, but not that between ethical climate and proactive customer service behavior. We recommend retailers develop ethical climate to strengthen their competitive advantage.     

Compensation disparity between locals and expatriates: Moderating the effects of perceived injustice in foreign multinationals in China

A large compensation gap exists between local and expatriate employees in foreign multinationals in China. A survey in the Suzhou area confirmed that local employees regarded their compensation vis-à-vis that of expatriates as unfair. Trustworthiness of expatriates by locals showed a stronger effect on their evaluation of expatriates than on their job satisfaction and organizational commitment, whereas perceived compensation received by locals showed the opposite pattern. Trustworthiness of expatriates moderated the negative effect of perceived distributive injustice on evaluation of expatriates, whereas perceived compensation moderated the relationships between perceived distributive injustice and job satisfaction as well as organizational commitment.     

The Impact of Caring Climate,Job Satisfaction,and Organizational Commitment on Job Performance of Employees in a China’s Insurance Company

This research uses structural equation modeling (SEM) to examine the direct and indirect relationships among caring climate, job satisfaction, organizational commitment, and job performance of 476 employees working in a Chinese insurance company. The SEM result showed that caring climate had a significant direct impact on job satisfaction, organizational command, and job performance. Caring climate also had a significant indirect impact on organizational commitment through the mediating role of job satisfaction, and on job performance through the mediating role of job satisfaction and organizational commitment. In addition, job satisfaction had significant direct impact on organizational commitment, through which it also had a significant indirect impact on job performance. Finally, organizational commitment had a significant direct impact on job performance.     

Perceptions of the Ethical Climate in the Korean Tourism Industry

This study investigates the ethical climate types presented in the Korean tourism industry, the differences in the perceptions of these ethical climate types based on individual/organizational characteristics, and the influence of ethical climate types based on job satisfaction/organizational commitment. Empirical findings of this study identify six ethical climate types and demonstrate significant difference and significant influence of the proposed relationships. This research contributes to the existing body of academic work by using empirical data collected from 820 respondents across 14 companies within the Korean tourism industry, to demonstrate the relationship between actual ethical climate types and ethical climate related factors. The findings of this study identify the new factor ‹moral caring,’ which describes an environment characterized by decisions that maximize collective interest, but based on an individual employee’s personal values and ethics. Such a factor has important implications for the service industry, where face-to-face encounters typify the relationship between employee and consumer.     

Exploring antecedents of customer citizenship behaviors in services

Social exchange theory explains how a party in social interaction provides the other party with reciprocal rewards. Applying this concept to the customer context, this study empirically investigates determinants of customer citizenship behaviors (CCBs) in services. For the generalizability of the study across various service providers, the data were collected based on Bowen’s (1990) classifications of services. With a total of 665 usable customer responses, structural equation modeling was adapted to test the theoretical research model. This study reveals that customers’ perceived support and justice from the service provider positively influence affective commitment toward the organization, resulting in CCBs. The results show that customers’ perception of organizational support has the partial mediation effect between customers’ perception of organizational justice and their affective commitment. Furthermore, customers’ affective commitment partially mediates the relationship between customers’ perceived organizational justice and CCBs, but fully mediates the effect of customers’ perceived organizational support on CCBs.     

The Moderating Effect of the Boundary Spanning Role on Perceived Supervisory Support: A Meta-Analytic Review

This article is a meta-analytic study examining the moderating effect the boundary spanning role has on the relationship between perceived supervisory support (PSS) and other important constructs within the marketing domain, including: job satisfaction, organizational commitment, performance, and turnover intentions. There was a positive relationship between PSS and every construct except turnover intentions, which was negative. Along with this, three out of the four relationships were stronger for boundary spanners as compared to non-boundary spanners. Overall, managers aimed at meeting organizational objectives (e.g. performance; turnover) should provide supervisory support to boundary spanning employees.