Skip to main content
SpringerLink
Log in

Ethics Programs, Perceived Corporate Social Responsibility and Job Satisfaction

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

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.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Adams J. S., Tashchian A., Shore T. (2001) Codes of Ethics as Signals for Ethical Behavior. Journal of Business Ethics 29:199–211

    Article  Google Scholar 

  • Armstrong J. S., Overton T. S. (1977) Estimating Nonresponse Bias in Mail Surveys. Journal of Marketing Research 14: 396–402

    Article  Google Scholar 

  • Baron R. M., Kenny D. A. (1986) The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology 51(6):1173–1182

    Article  Google Scholar 

  • Cammann C., Fishman M. Jenkins G. D., Klesh J. R. (1983) Assessing the Attitudes and Perceptions of Organizational Members. In: Seashore S., Lawler E., Mirvis H., Cammann C. (eds) Assessing Organizational Change: A Guide to methods, Measures, and Practices. New York: John Wiley, pp. 71–138

    Google Scholar 

  • Carroll A. B. (1979) A Three-Dimensional Conceptual Model of Corporate Performance. Academy of Management Review 4:497–505

    Article  Google Scholar 

  • Chen A. Y., Sawyers R. B., Williams P. E. (1997) Reinforcing Ethical Decision Making through Corporate Culture. Journal of Business Ethics 16:855–865

    Article  Google Scholar 

  • Clarkson M. B. E. (1995) A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance. Academy of Management Review 20:92–117

    Article  Google Scholar 

  • Commons J. (1931) Institutional Economics. The American Economic Review 21:648–657

    Google Scholar 

  • Crawford R. L., Gram H. A. (1978) Social Responsibility as Interorganizational Transaction. Academy of Management Review 3(4):880–888

    Article  Google Scholar 

  • Crowne D. P., Marlowe D. (1960) A New Scale of Social Desirability Independent of Psychopathology. Journal of Consulting Psychology 24:349–354

    Article  Google Scholar 

  • D’Aquila J. M. (2001) Financial Accountants’ Perceptions of Management’s Ethical Standards. Journal of Business Ethics 31:233–244

    Article  Google Scholar 

  • Deshpande S. P. (1996) The Impact of Ethical Climate Types on Facets of Job Satisfaction. Journal of Business Ethics 16:655–660

    Article  Google Scholar 

  • Edmunds S. W. (1977) Unifying Concepts in Social Responsibility. Academy of Management Review 2(1):38–45

    Article  Google Scholar 

  • Farrell H., Farrell B. (1998) The Language of Business Codes of Ethics: Implications of Knowledge and Power. Journal of Business Ethics 17:587–601

    Google Scholar 

  • Ferrell O. C., Gresham L. G. (1985) A Contingency Framework for Understanding Ethical Decision Making in Marketing. Journal of Marketing 49:87–96

    Article  Google Scholar 

  • Fischer D. G., Fick C. (1993) Measuring Social Desirability: Short Forms of the Marlowe–Crowne Social Desirability Scale. Educational and Psychological Measurement 53:417–424

    Article  Google Scholar 

  • Fitch H. G. (1976) Achieving Corporate Social Responsibility. Academy of Management Review 1(1):38–46

    Article  Google Scholar 

  • Fleischman G., Valentine S. (2003) Professionals’ Tax Liability Assessments and Ethical Evaluations in an Equitable Relief Innocent Spouse Case. Journal of Business Ethics 42:27–44

    Article  Google Scholar 

  • Hunt S. D. (1990) Commentary on an Empirical Investigation of a General Theory of Marketing Ethics. Journal of the Academy of Marketing Science 18:173–177

    Article  Google Scholar 

  • Hunt S. D., Vitell S. (1986) A General Theory of Marketing Ethics. Journal of Macromarketing 8:5–16

    Article  Google Scholar 

  • Hunt S. D., Wood V. R., Chonko L. B. (1989) Corporate Ethical Values and Organizational Commitment in Marketing. Journal of Marketing 53:79–90

    Article  Google Scholar 

  • Jose A., Thibodeaux M. S. (1999) Institutionalization of Ethics: The Perspective of Managers. Journal of Business Ethics 22: 133–143

    Article  Google Scholar 

  • Joyner B. E., Payne D. (2002) Evolution and Implementation: A Study of Values, Business Ethics and Corporate Social Responsibility. Journal of Business Ethics 41:297–311

    Article  Google Scholar 

  • Keim G. D. (1978) Corporate Social Responsibility: An Assessment of the Enlightened Self-Interest Model. Academy of Management Review 3(1):32–39

    Article  Google Scholar 

  • Koh H. C., Boo E. H. Y. (2001) The Link Between Organizational Ethics and Job Satisfaction: A Study of Managers in Singapore. Journal of Business Ethics 29:309–324

    Article  Google Scholar 

  • Kohlberg L. (1969) Stage and Sequence: The Cognitive-Developmental Approach to Socialization. In: Goslin D. (ed) Handbook of Socialization Theory and Research. Chicago: Rand McNally, pp. 347–480

    Google Scholar 

  • Krosnick J. A. (1999) Survey Research. Annual Review of Psychology 50:537–567

    Article  Google Scholar 

  • Loe T. W., Weeks W. A. (2000) An Experimental Investigation of Efforts to Improve Sales Students’ Moral Reasoning. Journal of Personal Selling and Sales Management 20:243–251.

    Google Scholar 

  • McClaren N. (2000) Ethics in Personal Selling and Sales Management: A Review of the Literature Focusing on Empirical Findings and Conceptual Foundations. Journal of Business Ethics 27:285–303

    Article  Google Scholar 

  • McWilliams A., Siegel D. (2001) Corporate Social Responsibility: A Theory of the Firm Perspective. Academy of Management Review 26(1):117–127

    Article  Google Scholar 

  • Meyer J., Rowan B. (1991) Institutional Organizations: Formal Structure as Myth and Ceremony. In: DiMaggio P. J., Walter W. (eds) The New Institutionalism in Organizational Analysis. Chicago and London: University of Chicago Press, pp. 41–62

    Google Scholar 

  • North D. C. (1992) Institutions and Economic Theory. American Economist 36:3–6

    Google Scholar 

  • Pew Research Center. Opinion poll experiment reveals conservative opinions not underestimated, but racial hostility missed. Internet posting, http://www.peoplepress.org/resprpt.htm, March 27, 1998

  • Randall D. M., Fernandes M. (1991) The Social Desirability Response Bias in Ethics Research. Journal of Business Ethics 10:805–817

    Article  Google Scholar 

  • Reynolds M. A. (2000) Professionalism, Ethical Codes and the Internal Auditor: A Moral Argument. Journal of Business Ethics 24:115–124

    Article  Google Scholar 

  • Rich G. A. (1997) The Sales Manager as a Role Model: Effects on Trust, Job Satisfaction, and Performance of Salespeople. Journal of the Academy of Marketing Science 25:319–328

    Article  Google Scholar 

  • Shafer W. E. (2002) Ethical Pressure, Organizational Conflict, and Related Work Outcomes among Management Accountants. Journal of Business Ethics; 38:263–275.

    Google Scholar 

  • Sims R. R. (1991) The Institutionalization of Organizational Ethics. Journal of Business Ethics 10:493–506

    Article  Google Scholar 

  • Sims R. L., Keon T. L. (1999) Determinants of Ethical Decision Making: The Relationship of the Perceived Organizational Environment. Journal of Business Ethics 19:393–401

    Article  Google Scholar 

  • Singhapakdi A., Vitell S. J., Rallapalli K. C., Kraft K. (1996) The Perceived Role of Ethics and Social Responsibility: A Scale Development. Journal of Business Ethics 15:1131–1140

    Article  Google Scholar 

  • Somers M. J. (2001) Ethical Codes of Conduct and Organizational Context: A Study of the Relationship Between Codes of Conduct, Employee Behavior and Organizational Values. Journal of Business Ethics 30:185–195

    Article  Google Scholar 

  • Spector P. E. (1997) Job Satisfaction: Application, Assessment, Cause, and Consequences. Thousand Oaks: Sage press

    Google Scholar 

  • Strahan R., Gerbasi K. C. (1972) Short, Homogeneous Versions of the Marlowe–Crowne Social Desirability Scale. Journal of Clinical Psychology 28:191–193.

    Article  Google Scholar 

  • Swanson D. L. (1995) Addressing a Theoretical Problem by Reorienting the Corporate Social Performance Model. Academy of Management Review 20(1):43–64

    Article  Google Scholar 

  • Swanson D. L. (1999) Toward an Integrative Theory of Business and Society: A Research Strategy for Corporate Social Performance. Academy of Management Review 24(3):508–521

    Article  Google Scholar 

  • Traugott M. W., Groves R. M., Lepkowski J. M. (1987) Using Dual Time Frame Designs to Reduce Nonresponse in Telephone Surveys. Public Opinion Quarterly 51:522–539

    Article  Google Scholar 

  • Trevino L. K. (1986) Ethical Decision Making in Organizations: A Person-Situation Interactionist Model. Academy of Management Review 11:601–617

    Article  Google Scholar 

  • Trevino L. K., Butterfield K. D., McCabe D. L. (1998) The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors. Business Ethics Quarterly 8:447–476

    Article  Google Scholar 

  • Trevino L. K., Nelson K. A. (2004) Managing Business Ethics: Straight Talk about How To Do It Right. (3rd edition) New York: John Wiley and Sons, Publishers

    Google Scholar 

  • Turban D. B., Greening D. W. (1996) Corporate Social Performance and Organizational Attractiveness to Prospective Employees. Academy of Management Journal 40:658–672

    Article  Google Scholar 

  • Tuzzolino F., Armandi B. R. (1981) A Need-Hierarchy Framework for Assessing Corporate Social Responsibility. Academy of Management Review 6(1):21–28

    Article  Google Scholar 

  • Valentine S., Barnett T. (2002) Ethics Codes and Sales Professionals’ Perceptions of Their Organizations’ Ethical Values. Journal of Business Ethics 40:191–200

    Article  Google Scholar 

  • Valentine S., Barnett T. (2003) Ethics Code Awareness, Perceived Ethical Values, and Organizational Commitment. Journal of Personal Selling and Sales Management 23:359–367

    Google Scholar 

  • Valentine S., Fleischman G. (2004) Ethics Training and Businesspersons’ Perceptions of Organizational Ethics. Journal of Business Ethics 52:381–390

    Article  Google Scholar 

  • Visser P. S., Krosnick J. A., Marquette J., Curtin M. (1996) Mail Surveys for Election Forecasting? An Evaluation of the Columbus Dispatch Poll. Public Opinion Quarterly 60:181–227

    Article  Google Scholar 

  • Viswesvaran C., Deshpande S. P., Joseph J. (1998) Job Satisfaction as a Function of Top Management Support For Ethical Behavior. Journal of Business Ethics 17:365–371

    Article  Google Scholar 

  • Vitell S., Davis D. L. (1990) The Relationship Between Ethics and Job Satisfaction: An Empirical Investigation. Journal of Business Ethics 9:489–494

    Article  Google Scholar 

  • Wartick S. L., Cochran P. L. (1985) The Evolution of the Corporate Social Performance Model. Academy of Management Review 10(4):758–769

    Article  Google Scholar 

  • Weaver K. M., Ferrell O. C. (1977) The Impact of Corporate Policy on Reported Ethical Beliefs and Behavior of Marketing Practitioners. In: Greenberg B., Bellenger D. N. (eds) Contemporary Marketing Thought. Chicago: American Marketing

    Google Scholar 

  • Wiley C. (2000) Ethical Standards for Human Resource Management Professionals: A Comparative Analysis of Five Major Codes. Journal of Business Ethics 25:93–114

    Article  Google Scholar 

  • Wood D. J. (1990) Business and Society. Glenview, Illinois: Scott, Foresman (Harper Collins)

    Google Scholar 

  • Wood D. J. (1991) Corporate Social Performance Revisited. Academy of Management Review 16(4):691–718

    Article  Google Scholar 

  • Wotruba T. R. (1990) A Comprehensive Framework for the Analysis of Ethical Behavior, with a Focus on Sales Organizations. Journal of Personal Selling and Sales Management 10:29–42

    Google Scholar 

  • Zenisek T. J. (1979) Corporate Social Responsibility: A Conceptualization Based on Organizational Literature. Academy of Management Review 4(3):359–368

    Article  Google Scholar 

  • Zerbe W. J., Paulhus D. (1987) Socially Desirable Responding in Organizational Behavior: A Reconception. Academy of Management Review 12:250–264

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Management and Marketing, University of Wyoming, P.O. Box 3275, Laramie, WY, 82071, U.S.A.

    Sean Valentine

  2. Department of Accounting, University of Wyoming, P.O. Box 3275, Laramie, WY, 82071, U.S.A.

    Gary Fleischman

Authors
  1. Sean Valentine
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Gary Fleischman
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Sean Valentine.

Additional information

Sean Valentine (D.B.A., Louisiana Tech University) is an Associate Professor of Management in the college of Business at the University of Wyoming. His teaching and research interests include business ethics, organizational behavior, and human resource management. He has published in journals such as Behavioral Research in Accounting, Journal of Business Research, Journal of Personal Selling & Sales Management, and Journal of Business Ethics.

Gary Fleischman (Ph.D., Texas Tech University) is an Associate Professor and is the McGee Hearne and Paiz Faculty Scholar in Accounting at the University of Wyoming. His teaching expertise is in accounting and entrepreneurship and his research interests are in business ethics and behavioral business research. He has published in journals such as Behavioral Research in Accounting, The International Journal of Accounting and Journal of Business Ethics.

Appendix: Explanation of Key Statistical Terms

Appendix: Explanation of Key Statistical Terms

The authors recommend the following statistics reference textbook (Hair et al., 1998) that we find to be helpful regarding statistics-oriented questions related to behavioral ethics research. The statistical-tool descriptions provided below are taken from this text:

Hair, J. F., R. E. Anderson, R. L. Tatham, and W. C. Black: 1998, Multivariate Data Analysis (Prentice Hall Publishers, Upper Saddle River, New Jersey).

  1. a.

    ANOVA: Stands for “Analysis of Variance”. Generally, this method assesses, “on the basis of one dependent variable, whether samples are from populations with equal means” (Hair et al., 1998, p. 3) or not.

  2. b.

    Coefficient alpha: This “alpha” is referring to a measure called “Cronbach’s alpha,” which is a “measure of reliability that ranges from 0 to 1” (Hair et al., 1998, p. 88). Generally, the lower level of tolerance for this statistic is .60.

  3. c.

    Eigenvalues: The eigenvalue “represents the amount of variance accounted for by a factor” (Hair et al., 1998, p. 89).

  4. d.

    Exploratory Factor Analysis: Factor analysis “is a statistical approach that can be used to analyze interrelationships among a large number of variables and to explain these variables in terms of their common underlying dimensions (factors)” (Hair et al., 1998, p. 14). In other words, it shows whether or not there are several factors (CSR and Job satisfaction variables in this paper) that account for significant variance.

  5. e.

    Factor loading: This represents the “correlation between the original variables and the factors,” which facilitates comprehension of the factors (Hair et al., 1998, p. 89).

  6. f.

    Rotated component matrix: Rotation specifically refers to the “process where the reference axes of the factors are turned about the origin until some other position has been reached,” which moves variance to different factors so that a more parsimonious factor pattern can be obtained (Hair et al., 1998, p. 106-107).

  7. g.

    Mediated regression (Mediated Framework): Mediated regression analysis is a procedure that examines the presence of mediation among a set of variables (see Baron and Kenny, 1986 for discussion). This procedure requires the specification of three different regression equations: 1) independent variable → mediator variable, 2) independent variable → dependent variable, 3) independent variable and mediator variable → dependent variable. The relationships must be significant is the first two equations, as well as the relationship between the mediator variable and dependent variable in the third equations. If the independent and mediation variables are both related to the dependent variable in the third equation, then partial mediation is present if there is a noteworthy reduction in effect in the independent variable. If the independent and dependent variables are not related in the presence of the mediator variable, then full mediation exists.

  8. h.

    Social desirability bias: This bias can negatively affect ethics research. As such, the measure employed in this study is utilized as a “control” variable to investigate socially acceptable responses.

  9. i.

    Two-factor solution: This refers to the fact that just two factors were identified, which was based on an assessment of the most explained variance (Hair et al., 1998, p. 103).

Rights and permissions

Reprints and permissions

About this article

Cite this article

Valentine, S., Fleischman, G. Ethics Programs, Perceived Corporate Social Responsibility and Job Satisfaction. J Bus Ethics 77, 159–172 (2008). https://doi.org/10.1007/s10551-006-9306-z

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-006-9306-z

Keywords

Search

Navigation