Purpose Ethical leadership wields a significant influence on productive work attitudes of employees. The relationship may partly be because of existing conditions in the organization. However, there is dearth of research on the impact that conditions in the organization affect work attitudes and other employee behaviours. Thus, the purpose of this study is to examine organizational climate as an explanatory mechanism for the relationship between ethical leadership and employees’ productive work attitudes (employee commitment, organizational citizenship behaviour). Design/methodology/approach The researchers obtained responses from 150 employees working in micro financial institutions in the Greater Accra Region of Ghana. The cross-sectional survey design was used. The hypotheses of the study were analysed using regression analyses. Findings Findings indicated a positive and significant relationship between ethical leadership and productive work attitudes (employee commitment, organizational citizenship behaviour). Hierarchical regression analyses revealed that organizational climate moderated the relationships between both ethical leadership – employee commitment and ethical leadership – organizational citizenship behaviours. Explicitly, ethical leadership produced the highest productive work attitudes when organizational climate was favourable for productive work attitudes. Originality/value Generally, this study highlights the prominence of organizational climate in understanding the influence of ethical leadership on employees’ work attitudes.

The study examined organizational learning and perceived job complexity as predictors of commitment among employees at Nestle Ghana Limited. One hundred and twenty (120) employees were selected using the convenience sampling to complete the Dimensions of Learning Organization Questionnaire, Job Diagnostic Survey and Organizational Commitment Questionnaire. The findings were determined with the independent t test, the Pearson r and regression analyses. Findings indicated that employees who perceived high job insecurity were less committed than those who perceived low job complexity. A significant positive relationship was found between organizational learning and employee commitment. Individual learning accounted for more variance in organizational commitment compared to group and organizational components of learning organization. These stand to reason that to improve employees' commitment, management needs to dedicate a lot of efforts in creating a conducive environment that encourages learning and also redesign complex jobs that meet the knowledge, skills and abilities of employees.

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