The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

Güçel, Cem; Taştan, Seçil Bal

doi:10.12711/tjbe.2017.10.1.0013

Cited by 5 publications

(3 citation statements)

References 56 publications

(123 reference statements)

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“…In separate studies, it was found that when employees" perceptions of organizational ethical climate were low, the theft in the workplace and organizational unethical behaviors were higher [88], [86]. It has been demonstrated that caring, law and code, and rules dimensions has positive impacts on positive outcomes, whereas instrumental and independence climates have positive impacts on negative outcomes in the organizations [89], [90], [91], [92], [93], [94]. In particular, significant correlations between the dimensions of EC and employee deviance and counterproductive work behaviors have been revealed in previous studies [55], [54], [87], [95].…”

Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

The Impacts of Perceived Ethical Climate and Codes of Ethics on Employees’ Deviant Behaviors in Organizations

Taştan

2019

12th LUMEN International Scientific Conference Rethinking Social Action. Core Values in Practice RSACVP 2019, 15-17 May 2019,

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This study investigates how ethical climate and perceived existence of organizational ethical codes impact employee deviance. Due to the importance and extensiveness of the employee deviant behavior problem, it is found denotative to examine the antecedents contributing to the occurrence of employee deviance in organizations. In the light of the previous literature study, several factors that have been associated with employee deviance have been reviewed and it was seen that workplace ethics was examined as a contextual variable influencing such behaviors in the organizations. Thus, in the current study, it was aimed to evaluate the impacts of existence of ethical codes and ethical climate on employees' deviant behaviors within the organization. A quantitative survey was performed among 230 employees in public and private organizations in various sectors, such as education, health, insurance, banking, telecommunication, and retailing. The data obtained from the research were evaluated with statistical programme and the findings revealed that all five dimensions of ethical climate had significant impacts on organizational deviance. The instrumental and independence dimensions had positive impacts on organizational deviance, whereas caring, law and codes and rules dimensions had negative impacts on such behaviors. Further, it was reported that the perceived existence of organizational code of conduct had significant negative impact on organizational deviance. The findings of the research were evaluated and discussed with the implications of the previous empirical findings and both conceptual and practical suggestions were provided for the future studies.

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Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

The Impacts of Perceived Ethical Climate and Codes of Ethics on Employees’ Deviant Behaviors in Organizations

Taştan

2019

12th LUMEN International Scientific Conference Rethinking Social Action. Core Values in Practice RSACVP 2019, 15-17 May 2019,

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“…A sample item of cognitive component is "The company policies capacitate its employees for their own processes of decision-making and initiative-undertaking", for the relational dimension "Personal relations within the company encourages a trustful work environment" and for the structural dimension "The acquisition of valuable information is facilitated by my working relationships". In a recent study of Taştan and Güçel (2017) which has been performed in Turkey, the scales's internal consistency value was found as ,91. In this research, the Cronbach alpha value was reported as ,98.…”

Section: Survey Instrumentsmentioning

confidence: 98%

“…Finally, relational dimension refers to the trust, norms, sanctions, duties and expectations, which allow the ground for the other dimensions as it establishes the necessary conditions for relationships and mutual trust to exist. The extant literature provides conceptual and empirical links of social capital construct with a variety of individual and organizational outcomes (Nahapiet & Ghoshal, 1998;Pastoriza, 2008;Taştan & Güçel, 2017).…”

Section: Social Capitalmentioning

confidence: 99%

Towards Enhancing Happiness at Work with the Lenses of Positive Organizational Behavior: the Roles of Psychological Capital, Social Capital and Organizational Trust

Taştan¹,

Küçük²,

İşiaçık³

2020

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In this study, based on the approach of humanization of the postmodern organizations and depending on the conceptual background, it was suggested that psychological capital and social capital could be the significant antecedents of employee happiness at workplace. Further, it was proposed that organizational trust has a moderating role on the impact of psychological capital on happiness at workplace. Thereby, a cross-sectional research study has been performed in Turkey with the participation of 222 employees from a variety of sectors including sales, marketing, health, banking, finance and education. According to the findings, it was reported that the psychological capital construct (β= ,778; t=18,370, p<,05) and social capital (β= ,746; t=16,621, p<,05) had significant positive impacts on employees' happiness at workplace. These findings supported the proposed hypothesis 1 and hypothesis 2. In addition, it was demonstrated that organizational trust has significant positive impact on happiness at workplace (β=,544, t=9,590, p<,05). However, the results indicated that organizational trust has no significant moderating role (p>0,05), thus hypothesis 3 was not confirmed. Further research direction and the need for research on organizational trust's moderating role are discussed. The conceptual and practical implications of the study are provided along with the concluding remarks and discussions.

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Relationship between the Perception of Organizational Culture and Ethical Climate and the Perception of Workplace Bullying

Vilas-Boas

2019

CES Psico

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Workplace bullying takes place in many organizations and it has serious consequences on individuals, organizations and economy. The main aim of this study is to contribute to the field of workplace bullying by empirically testing the theoretically defined relation between socio-organizational variables (organizational culture and ethical climate) and bullying, using two theoretical models well-grounded in organizational studies. The findings, from a sample of 984 Portuguese workers, suggest that there is a strong relation between organizational culture/ethical climate and bullying: the "benevolent" and "principled" climates are negatively related (or even an obstacle) to bullying, as well as the cultural orientation of "support". The opposite is the result of the climate "self-interest" and the cultural orientations of "rules" and "goals". As organizational culture and ethical climate explain 20% of the variance of the negative behaviours perceived by the members of the organization, what shows that managers can achieve changes to a significant organizational, individual and societal problem just by manipulating those two variables.

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The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

Cited by 5 publications

References 56 publications

The Impacts of Perceived Ethical Climate and Codes of Ethics on Employees’ Deviant Behaviors in Organizations

The Impacts of Perceived Ethical Climate and Codes of Ethics on Employees’ Deviant Behaviors in Organizations

Towards Enhancing Happiness at Work with the Lenses of Positive Organizational Behavior: the Roles of Psychological Capital, Social Capital and Organizational Trust

Relationship between the Perception of Organizational Culture and Ethical Climate and the Perception of Workplace Bullying

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