Ethics, success, and job satisfaction: A test of dissonance theory in india [Book Review]
Journal of Business Ethics 15 (10):1065 - 1069 (1996)
Abstract
A survey of middle level managers in India (n=150) showed that when respondents perceived that successful managers in their organization behaved unethically their levels of job satisfaction were reduced. Reduction in satisfaction with the facet of supervision was the most pronounced (than with pay or promotion or co-worker or work). Results are interpreted within the framework of cognitive dissonance theory. Implications for ethics training programs (behavioral and cognitive) as well as international management are discussed.My notes
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The link between organizational ethics and job satisfaction: A study of managers in singapore. [REVIEW]Hian Chye Koh & El'fred H. Y. Boo - 2001 - Journal of Business Ethics 29 (4):309 - 324.
Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response. [REVIEW]Sean Valentine, Lynn Godkin, Gary M. Fleischman & Roland Kidwell - 2011 - Journal of Business Ethics 98 (3):353 - 372.
The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-analysis.Anne L. Davis & Hannah R. Rothstein - 2006 - Journal of Business Ethics 67 (4):407-419.
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The Impact of Perceived Organizational Ethical Climate on Work Satisfaction.Meral Elçi & Lütfihak Alpkan - 2009 - Journal of Business Ethics 84 (3):297-311.
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