David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 77 (2):159 - 172 (2008)
Companies offer ethics codes and training to increase employees’ ethical conduct. These programs can also enhance individual work attitudes because ethical organizations are typically valued. Socially responsible companies are likely viewed as ethical organizations and should therefore prompt similar employee job responses. Using survey information collected from 313 business professionals, this exploratory study proposed that perceived corporate social responsibility would mediate the positive relationships between ethics codes/training and job satisfaction. Results indicated that corporate social responsibility fully or partially mediated the positive associations between four ethics program variables and individual job satisfaction, suggesting that companies might better manage employees’ ethical perceptions and work attitudes with multiple policies, an approach endorsed in the ethics literature.
|Keywords||corporate social responsibility job satisfaction organizational ethics|
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Citations of this work BETA
Cedric Dawkins (2010). Beyond Wages and Working Conditions: A Conceptualization of Labor Union Social Responsibility. [REVIEW] Journal of Business Ethics 95 (1):129 - 143.
Hae-Ryong Kim, Moonkyu Lee, Hyoung-Tark Lee & Na-Min Kim (2010). Corporate Social Responsibility and Employee—Company Identification. Journal of Business Ethics 95 (4):557 - 569.
Soo-Yeon Kim & Hyojung Park (2011). Corporate Social Responsibility as an Organizational Attractiveness for Prospective Public Relations Practitioners. Journal of Business Ethics 103 (4):639-653.
Theodora Issa & David Pick (2011). An Interpretive Mixed-Methods Analysis of Ethics, Spirituality and Aesthetics in the Australian Services Sector. Business Ethics 20 (1):45-58.
Muel Kaptein (2011). Toward Effective Codes: Testing the Relationship with Unethical Behavior. [REVIEW] Journal of Business Ethics 99 (2):233 - 251.
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