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• W2337915725 abstract "INTRODUCTION Does being ethical pay? Most firms are in to make money, but in today's society reports of unethical or illegal behavior abound (Alleyne & Elson, 2013). Those guilty of unethical behavior may do so in hopes of getting ahead, but does work? Are firms that try to do right thing lagging behind or actually building their worth? During a small lunch meeting, Ron LeMay, former COO of Sprint and managing director of Open Air Equity Partners, was asked if pays. Without hesitation, Mr. LeMay stated that ethical behavior is imperative! He believes that due to today's technology, unethical and illegal behavior is a very risky venture and will have a high cost for both individuals and organizations (LeMay, personal communication 2012). Others would agree. Regarding current lack of ethical behavior, Bishop (2013) stated, Although our country has experienced such failures in past, advent of technology and interconnectivity associated with globalization have provided a platform from which world can view these debacles at same time citizens are affected (637). This dialog led to current research. In light of several decades of numerous ethical and legal scandals, is apparent that bad ethics can lead to catastrophic outcomes and reinforced arguments that good ethics is also good business (Prottas, 2013, p.51). Current research does appear to indicate that employee engagement is significantly related to employee performance (Anitha 2014; Dalal, Baysinger, Brummel, & LeBreton 2012; Medlin & Green 2009). This study seeks to antecedents to employee engagement, specifically ethical environment and trust. Amine, Chakor, and Alaoui (2012) offered an interesting framework positing that an ethical climate affects productivity through four mediating variables: communication, organizational trust, job satisfaction, and organizational commitment (p. 68). This research began in order to empirically test a similar framework that includes employee engagement and relationship of ethical environment and employee engagement with trust being a mediator of relationship. This study is result of that research. This is first empirical research effort to combine measures of Ethical Environment (EE), Organizational Trust--Human Resource Management Practices (OT-HRM), Organizational Trust --Communication (OT-C), Organizational Trust--Values and Moral Principles (OT-VM), and Employee Engagement in a comprehensive model. Currently, most related research is either theoretical or anecdotal. Many people believe operating ethically builds trust and leads to higher personal and organizational performance, but little empirical research has been conducted to prove or disprove this theory. While much research has been completed on some of variables used, this research will break new ground in studying impact of trust as a mediator of an ethical environment and employee engagement. LITERATURE REVIEW This study uses both stakeholder theory and social exchange theory concepts to effects of an ethical environment on employee trust and employee engagement. Ethics Environment To understand an environment, one must first look at ethics. McDaniel (1997), author of environment instrument used in this study, understood to examine one's moral life and contributes to an understanding of what ought to be done (904). The environment, then, is the social system ... and organization in which [industry] takes place (McDaniel 1997, 905). She concludes that it is important to obtain an opinion about organization and its constituent features that frame ethical as well as process contributing to practice of industry being evaluated (McDaniel 1997, 905). Further support is provided by Vitell and Singhapakdi (2008) who wrote, we would expect institutionalization of by organizations to have a positive impact on marketing professionals--not only in terms of higher moral standards but also in terms of higher job satisfaction, organizational commitment, and esprit de corps (344). …" @default.
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• W2337915725 date "2015-01-01" @default.
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• W2337915725 title "Impact of Ethics Environment and Organizational Trust on Employee Engagement" @default.
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