Ethical Leadership, Job Satisfaction, and Organisational Commitment among Health Workers in Ghana: Evidence from Central Region Hospitals

Amoah, Cosmos; Jehu-Appiah, Josephine; Boateng, Emmanuel Agyenim

doi:10.4236/jhrss.2022.101009

Cited by 3 publications

(5 citation statements)

References 40 publications

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“…Furthermore, (Petrick et al, 2023) asserted that satisfaction became an indicator of supervision that strengthened commitment from a social exchange perspective. Thus, individual workers with high job satisfaction will have a high organizational commitment (Amoah et al, 2022;Gupta & Agrawal, 2023). Based on the research mentioned earlier results, the following fourth hypothesis is proposed: H4: Job satisfaction has a positive and significant effect on organizational commitment Satisfaction becomes one of the most studied indicators, especially in relation to supervision.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 93%

“…Furthermore, Baek et al (2019) stated that satisfaction becomes one indicator that strengthens commitment from a social exchange perspective. (Amoah et al, 2022;Gupta & Agrawal, 2023) pointed out that individual workers with high job satisfaction will have high organizational commitment. Moreover, workers who are satisfied with their work tend to give more than what the company expects and have a high commitment.…”

Section: The Effect Of Job Satisfaction On Organizational Commitmentmentioning

confidence: 99%

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The Influence of Self-efficacy on Organizational Commitment and Ethical Behavior: The Role of Job Satisfaction

Aryati,

Armanu

2023

J. Theor. Appl. Manage.

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Objective: This study aims to analyze the effect of self-efficacy on organizational commitment and ethical behavior. Furthermore, this study also examines the mediating role of job satisfaction in determining the relationships. Design/Methods/Approach: This study was carried out on healthcare and administrative staff. The sample size and respondents were determined using the Slovin formula and selected through random sampling. The data collected was analyzed using PLS analysis. Findings: The findings reveal that self-efficacy positively and significantly affects ethical behavior and organizational commitment. Additionally, job satisfaction plays a role in mediating the connection between self-efficacy and organizational commitment. Similarly, the analysis shows that job satisfaction mediates the link between self-efficacy and ethical behavior. Originality: The novelty of this study lies in the influence of self-efficacy on organizational commitment and ethical behavior. Previous studies mainly analyzed the influence of self-efficacy on other variables, in which none of them had combined the two variables, along with job satisfaction as a mediation variable. In particular, this study is novel as it analyzes job satisfaction for workers in a Regional General Hospital, in which prior studies only focused on other non-health institutions or companies. Practical/Policy implication: Optimizing communication and institutionalizing ethical and moral values will improve workers' self-efficacy. Institutions should focus on maintaining job satisfaction, including work, rewards, supervision, co-workers, and promotion opportunities, to promote employee commitment and ethical behavior.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 93%

Section: The Effect Of Job Satisfaction On Organizational Commitmentmentioning

confidence: 99%

The Influence of Self-efficacy on Organizational Commitment and Ethical Behavior: The Role of Job Satisfaction

Aryati,

Armanu

2023

J. Theor. Appl. Manage.

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“…As emphasized by [37], performance aspects that concern staff can be partitioned into three namely: their task performance, adaptive performance and contextual performance. Task performance refers to the overt behaviours on work tasks displayed by a staff on the job [38]; adaptive performance reveals a staff's skill to adjust and provide adequate support to their job profile at the workplace [39] while contextual performance depicts pro-social behaviour shown by staff in a work-setting not necessarily addressed in his/her job role [37].…”

Section: Concept Of Staff Job Performancementioning

confidence: 99%

“…Five (5) statements each were raised on the dimensions: Ethical Guidance and Power Sharing (which were measured by adapting the 'Ethical Leadership Scale' designed by [10]; Moral Perspective; and Trustworthiness (measured by adapting the 'Trust in Leader Scale' confirmed by [38]), making a total of 20 items under this section. All items were on a 5 point Likert scale of '1' for strongly disagree to '5' for strongly agree.…”

Section: Ethical Leadershipmentioning

confidence: 99%

Ethical Leadership and Staff Job Performance in the Nigerian Tourism Sector

Egwainiovo

Osahon

Omafuru

2023

AJEBA

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This paper examined the relationship between ethical leadership and staff job performance in the Nigerian tourism sector. To achieve this, the study investigated whether the dimensions of ethical leadership (ethical guidance, power sharing, moral perspective and trustworthiness) significantly predict staff task, contextual, and adaptive performance. It adopted the cross-sectional survey research design whereby 1,853 employees were drawn from thirty (30) tourism firms in the Niger Delta region of Nigeria and the Taro Yamane formula was used to sample 256 staff. The instrument used for data collection was the questionnaire which was administered on a face-to-face basis, out of which 210 were fully completed and retrieved, representing 82% of the entire copies administered. The data collected were analysed descriptively, while the formulated hypotheses were analysed using the multiple linear regression method. The findings showed that ethical leadership dimensions do not significantly predict task and adaptive performance but have significant predictive power on contextual performance. Based on the findings, the study recommended that management should continually feel the need to uphold an excellent practice of leading their subordinates ethically.

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“…A dearth of research examining the extent to which an employee's moral awareness impacts their response to ethical leadership (EL) and how this could potentially mitigate organisational deviance (Chen & Hou, 2016) have been conducted. While prior studies have scrutinized the correlation between employee moral awareness and ethical leadership in healthcare (Amoah et al, 2022), micro-financial institutions (Addai et al, 2019), and education sectors (Ampomah, 2021), limited research has been conducted in the banking industry. Consequently, this research seeks to address this gap by providing a theoretical and conceptual explication of how an employee's moral awareness can affect their response to EL, ultimately reducing organisational deviance in this sector using 12 tier 1 banks in Ghana.…”

Section: Introductionmentioning

confidence: 99%

The Role of Employee Moral Awareness in Promoting Ethical Leadership: Towards Reducing Organisational Deviance in Ghana

Coffie

Ansah

Ellis

2023

BEL

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A leader’s influence on subordinate behaviour may not always be direct as indicated by some researchers. Ethical leadership’s influence may be dependent on other boundary factors. Employees’ attentiveness to moral issues varies depending on how they cognitively process moral signals. This difference in employee moral awareness influences how an individual persistently recognizes and perceives morality and moral elements and subsequently practices its requirements. The study gap revolves around how employee moral awareness relates to ethical leadership and organisational deviance in the Ghanaian context. One key objective was to determine whether employee moral awareness moderates the nexus between organisational deviance and ethical leadership since the body of research on EL has largely relied on a leader-focused approach without regard to how subordinates’ characteristics form boundary conditions to shape EL influence. The study also investigated the relationship between ethical leadership and organisational deviance. The study targeted 12 tier-1 banks operating as universal banks in Ghana and used a quantitative approach to sample and collect data from respondents associated with these banks. In analyzing the data, structural equation modelling, as well as descriptive statistics, were used. Results from the study report a significant negative relationship between ethical leadership and organisational deviance. Subordinate moral awareness also had an important moderating function in the association between organisational deviance and ethical leadership. Moral awareness training is recommended to be incorporated into organisational human resource training programs.

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Ethical Leadership, Job Satisfaction, and Organisational Commitment among Health Workers in Ghana: Evidence from Central Region Hospitals

Cited by 3 publications

References 40 publications

The Influence of Self-efficacy on Organizational Commitment and Ethical Behavior: The Role of Job Satisfaction

The Influence of Self-efficacy on Organizational Commitment and Ethical Behavior: The Role of Job Satisfaction

Ethical Leadership and Staff Job Performance in the Nigerian Tourism Sector

The Role of Employee Moral Awareness in Promoting Ethical Leadership: Towards Reducing Organisational Deviance in Ghana

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