Today, organizations are facing a high rate of attrition which is a serious issue for human resource managers. Gaining the commitment of employees towards their organization, though challenging, is rewarding as organizational commitment (OC) is a precursor to employee engagement. Another challenge is about maintaining an ethical climate. Ethical misconduct by organizations not only brings them a heavy monetary price but also incurs non-monetary price in terms of customer and employee attrition and diminished business reputation. In the new workplace with (...) greater emphasis on flexibility, teams and a strong customer orientation, we feel that development of emotional intelligence (EI) of the workforce can be the key to meet these challenges. This paper explores these three critical constructs viz., EI, workplace ethics and OC together, and tests whether workplace ethics mediates the EI–OC relationship using structural equation modelling. We conducted an empirical study in Guwahati, a fast-growing tier II city in India and a business hub for north-east India, on a sample of 400 managers working in the service sector. Our study found that emotional intelligence is a strong predictor of ethical perception and organization commitment. Also, ethical perception significantly affects organizational commitment. Although we reject the hypothesis that ethics mediates the EI–OC relationship, the importance of workplace ethics cannot be undermined as it can build intangible organizational assets such as goodwill and public image. Since individual ethical standards create ethical climate, organizations need to teach their people how to recognize morally questionable situations and the consequence of unethical conduct. (shrink)

This study examines the impact of various factors on ethical behavior of 507 employees working for three state-owned Chinese firms. Regulation of one’s emotions had a significant positive impact on ethical behavior of respondents. Organizational commitment also had a significant positive impact on ethical behavior of the respondents. Among various facets of job satisfaction, satisfaction with promotion, coworker, and supervision had a significant positive impact on ethical behavior of respondents. Among control variables, age of the employee had a significant negative (...) impact on ethical behavior, which indicated that the young employees showed a better ethical behavior than the old employees. (shrink)

The purpose of this study is to investigate the effect of job attitudes on unethical behavior. Until now, job-related attitudes have been relatively ignored in the research area of ethical behavior and thus we suggest job dedication and organizational commitment as individual antecedents.Second, we examine the relationship between ethical climate and unethical behavior. Finally, this study explores the moderating effect of job relate burnout on the relationship of focal variables in this study.Job burnout was composed of two dimensions: disengagement and (...) exhaustion. Empirical study of this research used 204 employees’ questionnaires and hierarchical moderated regression analysis to test our hypotheses. Research findings are as follows. First, the results revealed that job dedication and organizational commitment had significantly negative impact on the unethical behavior. Therefore hypothesis 1and 2 were supported.Second, the negative relationship between ethical climate and unethical behavior was revealed statistically, and supported hypothesis 3.Third, according to the empirical results, job burnout partly moderated the relationship between focal variables of this study and unethical behavior. In particular, a higher level of disengagement decreases the negative impact of job dedication on unethical behavior, whereas a higher level of exhaustion decreases the negative effect of ethical climate on unethical behavior. Thus hypothesis 4 partially supported.Finally, we discussed some research implications and limitations of this study. (shrink)

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. (shrink)