Effects of Ethical Climate and Supervisory Trust on Salesperson’S Job Attitudes and Intentions to Quit

Mulki, Jay Prakash; Jaramillo, Fernando; Locander, William B.

doi:10.2753/pss0885-3134260102

Cited by 225 publications

(217 citation statements)

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“…Job performance is a work-related outcome that refers to the attainment of organizational objectives measured by evaluating performance on job-related tasks (Sharma, Borna, & Stearns, 2009). Prior research has focused on the relationship between ethical climate and turnover intentions (Jaramillo, Mulki, & Solomon., 2006;Mulki, Jaramillo, & Locander, 2006). In Jaramillo et al's (2006) study, the findings showed that a high ethical climate results in a higher job performance of salespeople.…”

Section: Caring Climatementioning

confidence: 99%

Impact of Caring Climate, Job Satisfaction, and Affective Commitment on Employees Performance in the Banking Sector of Bosnia and Herzegovina

Dinç¹,

Plakalovic²

2016

EJBE

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Section: Caring Climatementioning

confidence: 99%

Impact of Caring Climate, Job Satisfaction, and Affective Commitment on Employees Performance in the Banking Sector of Bosnia and Herzegovina

Dinç¹,

Plakalovic²

2016

EJBE

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“…Recent research has further supported that increased trust in supervisors is negatively related to employee turnover intention. (e.g., Brashear et al, 2003;Connell, Ferres, & Travaglione, 2003;Mulki, Jaramillo, & Locander, 2006). Based on the above discussion, we propose that:…”

Section: Mediating Role Of Trust On Conflict Management Styles (Cms)mentioning

confidence: 99%

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Chan

Huang

2007

Asia Pacific J Manage

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This study examines the mediating effects of trust on the relationships between manager's conflict management styles (CMS) and employee attitudinal outcomes, as well as identifies the potential deviations in the areas of CMS and trust from the west in Chinese culture. One hundred sixty-nine employees in Guangzhou of China participated. As predicted, Integrating CMS of managers is found significantly correlated to trust and subordinates' job satisfaction and turnover intention. Trust fully mediates the link between Integrating CMS and subordinates attitudinal outcomes. Results also support the expectations concerning the deviations on the impacts of the uncooperative CMS on subordinates under Chinese culture. Discussion and implications are presented.Keywords Conflict management styles . Trust . Turnover intention . Job satisfaction . Chinese culture Conflict is part of organizational life. Managers spend up to 20% of their time in the workplace dealing with conflict or its aftermath (Schermerhorn, Hunt, & Osborn, 1998;Thomas & Schmidt, 1976). Conflict is considered to be a "natural process between people and, as such, is an inevitable aspect of a manager's job" (Markowich Asia Pacific J Manage DOI 10.1007/s10490-007-9037-4 The authors appreciate the valuable comments of the editor and the two anonymous reviewers on an earlier version of this paper. We would also like to thank the research committee of the University of Macau for funding this project.

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“…Worker relations have been seen as an important variable in job satisfaction research (Baruch-Feldman, Brondolo, Ben-Dayan, and Schwartz, 2002;Frone, 2000;Witt, Andrews and Kacmar, 2000) and organisational climate (Bennett and Lehman, 1999;Mulki, Jaramillo and Locander, 2006;Pritchard and Karasick, 1973). Baruch-Feldman, et al (2002) examined traffic wardens from a social support perspective, identifying that positive support from co-workers, squad supervisors and unit supervisors was positively associated with job satisfaction and negatively associated with job burnout.…”

Section: Job Satisfactionmentioning

confidence: 99%

“…Research often attempts either to describe a global organizational climate (Patterson, Warr and West 2004;Patterson, West, Shackleton, Dawson, Lawthom, Maitlis, Robinson, and Wallace, 2005;Schulte, Ostroff and Kinicki, 2006) or a local 'climate for' approach such as climates for innovation, safety and ethics, (May, Gilson and Harter, 2004;Mulki, et al, 2006). Perceptions of climate can also be taken at the individual or unit level.…”

Section: Climate Research and Worker Relationsmentioning

confidence: 99%

“…This measure of problematic co-workers was negatively correlated with productivity and teamwork. Mulki et al (2006) examined ethical organisational climate in terms of the perceptions of ethical standards reflected in the organisation. They were particularly interested in supervisor level worker relations measured as supervisor trust and found this to be associated with job satisfaction, organisational commitment and negatively associated with turnover intentions.…”

Section: Climate Research and Worker Relationsmentioning

confidence: 99%

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The measurement of worker relations: the development of a three-component scale

Biggs

Swailes

Baker

2016

Leadership &Amp; Organization Development Journal

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DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. PLEASE SCROLL DOWN FOR TEXT.This is a peer-reviewed, post-print (final draft post-refereeing) version of the following published document: We recommend you cite the published (post-print) version. BiggsThe URL for the published version is http://dx.doi.org/10.1108/LODJ-08-2012-0098 DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement.PLEASE SCROLL DOWN FOR TEXT. Design/methodology/approach A 20-item inventory was tested using data collected in a local authority (N=157) and led to the retention of nine items which were embodied in a scale for further evaluation. A second study using data using obtained in an Emergency Call Management Service (N=85) was used to further evaluate the factor structure of the scale and assess its predictive validity. A third study (N=70) provided further information on the measure. FindingsThe new nine item measure is a viable instrument with adequate reliability for assessing three levels of worker relations. In line with predictions, the three sub-scales (co-worker, supervisor and organisation) were positively correlated with job satisfaction and social relations. Practical implicationsThe new scale provides a freely available and parsimonious alternative to existing measures of worker relations. Originality/valueThe paper considers the component aspects of worker relations before defining, theorising and developing a general purpose short instrument capable of quantitatively measuring worker relatio...

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Effects of Ethical Climate and Supervisory Trust on Salesperson’S Job Attitudes and Intentions to Quit

Cited by 225 publications

References 4 publications

Impact of Caring Climate, Job Satisfaction, and Affective Commitment on Employees Performance in the Banking Sector of Bosnia and Herzegovina

Impact of Caring Climate, Job Satisfaction, and Affective Commitment on Employees Performance in the Banking Sector of Bosnia and Herzegovina

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

The measurement of worker relations: the development of a three-component scale

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