The relationship among ethical climate types, facets of job satisfaction, and the three components of organizational commitment: A study of nurses in taiwan [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 80 (3):565 - 581 (2008)
The high turnover of nurses has become a global problem. Several studies have proposed that nurses' perceptions of the ethical climate of their organization are related to higher job satisfaction and organizational commitment, and thus lead to lower turnover. However, there is limited empirical evidence supporting a relationship between different types of ethical climate within organizations and facets of job satisfaction. Furthermore, no published studies have investigated the impact of different types of ethical climate on the three components of organizational commitment. This study attempts to explore the different types of ethical climate that exist in hospitals, and the degree of job satisfaction and organizational commitment of nurses in Taiwan. It uses path analysis to understand which types of ethical climate influence different facets of job satisfaction. The study also examines the impact of different types of ethical climate and facets of job satisfaction on the three components of organizational commitment. Questionnaires were distributed to 352 nurses. The relationships among variables were assessed by factor analysis, reliability, descriptive statistics, correlations, and regression. The important conclusion is that hospitals can increase job satisfaction and organizational commitment by influencing an organization's ethical climate. Hospital administrators can foster within organizations the climate types of caring, independent, and rules climate that increase satisfaction, while preventing organizations from developing the type of instrumental climate that decreases it
|Keywords||affective commitment continuance commitment ethical climate normative commitment job satisfaction nurses|
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Citations of this work BETA
Yuhyung Shin (2012). CEO Ethical Leadership, Ethical Climate, Climate Strength, and Collective Organizational Citizenship Behavior. Journal of Business Ethics 108 (3):299-312.
Pablo Ruiz, Carmen Ruiz & Ricardo Martínez (2011). Improving the "Leader-Follower" Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response. [REVIEW] Journal of Business Ethics 99 (4):587 - 608.
Sharon C. Bolton, Rebecca Chung-hee Kim & Kevin D. O'Gorman (2011). Corporate Social Responsibility as a Dynamic Internal Organizational Process: A Case Study. [REVIEW] Journal of Business Ethics 101 (1):61 - 74.
Robert Stewart, Sabrina D. Volpone, Derek R. Avery & Patrick McKay (2011). You Support Diversity, But Are You Ethical? Examining the Interactive Effects of Diversity and Ethical Climate Perceptions on Turnover Intentions. [REVIEW] Journal of Business Ethics 100 (4):581 - 593.
Chin-Shan Lu & Chi-Chang Lin (2014). The Effects of Ethical Leadership and Ethical Climate on Employee Ethical Behavior in the International Port Context. Journal of Business Ethics 124 (2):209-223.
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