Examining relationships among corporate ethical values, commitment and turnover intentions

Abstract

Purpose – The purpose of this paper is to investigate the relationship of corporate ethical values (CEV) on the work attitudes linked to the organizational behavior of employees. It primarily focusses on examining the relationship of CEV with organizational commitment (OC) and the turnover intention (TI) of employees. Design/methodology/approach – Study undertakes an explanatory analysis on a sample of 150 employees from large and medium scale Indian Information Technology Business Process Outsourcing firms. Findings – Results of the study revealed significant relationships among the variables. Strong positive association has been found between CEV and commitment, whereas, contrasting result has been found with TI of employees. CEV explained 22 percent and 23 percent of variance in commitment and TI, respectively. Moreover, the relationship of ethical values and TIs has been found to be mediated through OC. Practical implications – Study enables the managers to understand wider impact of ethics in an organization and its positive impact on employees in increasing their commitment levels. Managers should focus on the ethical aspects of conducting business to ensure that the employees are well engaged with their employer and have the least tendency to shift when given an opportunity. Originality/value – This research attempts to bridge the gap in the existing literature by explaining relationship among variables (CEV, OC and TI) in context to the South-Asian nations, and especially India.

The impact of COVID-19 on turnover intention among hotel employees: A moderated mediation model

“…As a result, hotel employees might develop perceived job insecurity and job stress because they are afraid of losing their jobs. The above results might be coincidental, as both job insecurity ( Arasli et al, 2019 ) and job stress ( Kaur & Sharma, 2016 ) may influence turnover intention. The results seem to align with the SOR paradigm, which might extend its application boundary.…”

“…Accordingly, perceived operating performance and job insecurity representing the cognition of hotel employees could be regarded as organism factors. Moreover, because behavioral intention refers to behaviors such as diverse actions taken ( Kaur & Sharma, 2016 ; Mobley, 1977 ), we then treat turnover intention as the response factor in the SOR paradigm and explore the impact of COVID-19 on the turnover intention of hotel employees. Thus, we argue that this study contributes to hospitality studies by broadening the application of the SOR paradigm.…”

Linking Ethical Standards for Healthcare Professionals with Indian Cultural Values

“…[13] Based on Hofstede's categorization, India is labelled as a collectivistic society where people put a high value on collective gain instead of individual interest. [26] Indian value perceives an individual's commitment to one's group as ethical behavior.…”

“…[26] Therefore, Indian tradition emphasized holistic view by balancing between individual and societal interests. [26] The root of ethics is associated with Indian cultural values: dharma (obligation of moral duty and responsibility towards others), nishkama karma (motivation to work without fear of the results), and jnana (knowledge orientation or wisdom). [27] The survival of human society, its stability and growth depend upon the right conduct of individuals and the Vedas and Dharmasastras [27], which are meant to regulate the life of the community command that every individual must perform certain deeds in conformity with divine laws.…”

Employee Organızatıonal Commıtment and Its Effect On Turnover Intentıon Behavıor In Multı-Fınance Industry

“…The most commonly accepted thoughts on commitment are that it is an indicator of employees who are strongly committed to an organization and are least likely to leave; hence it is a psychological state that binds an individual to an organization . Various studies have been conducted to understand employee turnover intention by using organizational commitment variables (Kaur & Sharma, 2016;Kohlmeyer et al, 2017).…”