Corporate social responsibility (CSR) plays an important role in promoting workplace ethics. However, most research has focused on CSRs’ performance or favourable performance-related behaviour outcomes. Little is known about how individual employees perceive CSR and how this affects their ethical behaviour. This research examines how employees' perceived corporate social responsibility (PCSR) facilitates their ethical behaviour. Specifically, we hypothesise that PCSR influences employee ethical behaviour by enhancing employees' organisational commitment. The relationship between employees' commitment and ethical behaviour is contingent on their co-workers' ethical behaviour. The hypothesised relationships were assessed using partial least squares structural equation modelling with a sample of 300 employees from ‘The Ghana Club 100’ firms. Our findings suggest that employee commitment serves as an effective mechanism through which employees' perception enhances their ethical behaviour. The findings also show that the weaker the co-workers' ethical behaviour, the stronger the relationship between employee commitment and ethical behaviour. Both theoretical and practical implications are discussed.
The main objective of this paper is to investigate the effect of affective and cognitive trust in bank advertising toward its potential customers. An advertising experiment was conducted by creating two bank advertisements focusing on affective and cognitive trust in bank advertising. SEM analysis is conducted with a sample of 254 customers who banked with the Central Bank of Ghana using STATA 14.1. Results showed that customers of a bank are more drawn to affective advertising than cognitive advertising. Results also showed that cognitive trust is a stronger predictor of anticipation towards future interactions with a bank than affective trust. Uncertainty and commitment had insignificant relationships with affective trust. Cognitive trust had a positive relationship with commitment, while affective trust had no significant relationship with commitment. Managerial implications and future research of the findings are discussed.
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