Employee–organisation connectedness and ethical behaviour: the mediating role of moral courage

Fernando, Marío; Akter, Shahriar; Bandara, Ruwan

doi:10.1108/ijppm-07-2020-0403

Cited by 10 publications

(27 citation statements)

References 94 publications

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“…Firstly, this study suggests that managers who display behaviors consistent with employees’ expectations and are reliable may develop trustworthiness in their behaviors and consequently develop connectedness with their subordinates. Employees who feel connected to their managers and feel like members of the inner or core group will show greater dedication, engagement, and vigor ( Fernando et al, 2021 ).…”

Section: Discussionmentioning

confidence: 99%

Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status

et al. 2022

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This study examines the impact of managerial trustworthy behavior on employees’ engagement and the mediating role of perceived insider status. This study has adopted an exploratory research design and positivist philosophy. The data are collected from 205 healthcare staff working in public sector hospitals in Pakistan through survey questionnaires, using a convenience sampling technique. Partial Least Square Structural equation modeling is used to analyze the data and test hypotheses. Results indicate that managerial trustworthy behavior relates positively to employee engagement. Perceived insider status mediates the relationship between managerial trustworthy behavior and employee engagement. The major limitation of this study is its cross-sectional design which limits the casualty. However, this study offers important insights regarding trust-building, engagement, and inclusion in the health sector. This study highlights the importance of trust-building among managers and employees. Managers who instill more trust in employees will garner more positive behavior. This study offers fresh insights into managers’ trustworthy behavior toward employees’ engagement and the employees’ perceived insider status within their organizations.

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Section: Discussionmentioning

confidence: 99%

Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status

et al. 2022

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“…MC is the character strength in a person who insists on personal moral beliefs and engages in moral actions when experiencing ethical dilemmas, such as when a person commits to behave ethically based on his/her personal moral values and encounters pressure that impacts his/her principles (Hannah et al. , 2011; Fernando et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…, 2003). Given the crucial role that MC plays in social organisation (Comer and Vega, 2015), the lack of research on it is striking (Fernando et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

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The mediating effect of moral courage in the relationship between virtuous leadership and moral voice

Alshehri

Elsaied

2022

LODJ

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PurposeThe present study examines how virtuous leadership influences moral voice in organisations through moral courage as a mediating variable.Design/methodology/approachThe data were collected using a questionnaire survey of 376 employees and their immediate supervisors (289 employees and 87 supervisors), working in 11 firms of medical suppliers. The data were collected from employees and their immediate supervisors at two different phases and on separate questionnaires.FindingsThe results revealed that virtuous leadership has a positive and significant relationship with moral voice. Furthermore, the results showed that moral courage fully mediates the indirect relationship between virtuous leadership and moral voice.Originality/valueTo the best of the authors’ knowledge, this study is the first to address the relationship between virtuous leadership and moral voice. In addition, it is the first to explore the mediating mechanism in the relationship between virtuous leadership and moral voice through moral courage as a mediating variable.

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“…engagement) (Jung et al , 2021; Karatepe et al , 2020). But Fernando et al (2021) also commented that “How employees connect with their work organization and how it may play a role in their moral courage and ethical behaviour remain under-explored” (Fernando et al , 2021, p. 1). Furthermore, Lee (2021) commented that “emotion and critical socio-emotional resources that drive emotion during a health crisis” (p. 121).…”

Section: Introductionmentioning

confidence: 99%

Job insecurity and employees' safety voice behavior – a managerial dilemma caused by COVID-19

Salman

Ahmed

Jahangir

2021

APJBA

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PurposeThe world is witnessing enormous changes due to the outbreak of the COVID-19 epidemic. One of the unkind changes is the increased downsizing and layoffs, which has led to a situation of job insecurity. Moreover, due to the unavailability of a cure for the pandemic, the businesses have started their operations with added safety measures that demand a high level of employee safety behavior. But how job insecurity and safety voice may stay in one sheath is an area that requires attention. Hence, this study investigates the impact of job insecurity on employees' safety voice behavior in a COVID-19 outbreak, through serial mediation mechanisms of organizational support and trust.Design/methodology/approachData has been collected through a structured questionnaire from the sample (N = 213) of employees of service organizations.FindingsFindings of the study reveal that job insecurity is not directly linked with safety voice behavior, and therefore full mediation through perceived organizational support and trust is supported is proved.Originality/valueThis study covers the investigation of job insecurity, during pandemic COVID-19, and its effects on safety voice. It also explains the mechanism between the variables of interest through perceived organizational support and trust in the organization. The study is a timely contribution to the existing literature and offers both theoretical and managerial implications.

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Employee–organisation connectedness and ethical behaviour: the mediating role of moral courage

Cited by 10 publications

References 94 publications

Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status

Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status

The mediating effect of moral courage in the relationship between virtuous leadership and moral voice

Job insecurity and employees' safety voice behavior – a managerial dilemma caused by COVID-19

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