Is ethical human resource management effective for ethical voice? Role of moral efficacy and moral task complexity

Abstract

PurposeThe purpose of this study was to examine the underlying mechanism as well as the boundary effect between employees' perceived ethical human resource management (HRM) and ethical voice based on social cognitive theory. The authors expect that employees who perceive ethical HRM could develop their moral reasoning and conduct through one of the cognitive processes (i.e. vicarious experience).Design/methodology/approachBased on structural equation modelling and hierarchical regression analysis, the authors conducted a questionnaire survey on 265 employees and their immediate supervisors from a manufacturing company in China.FindingsEmployees' perceived ethical HRM was positively related to ethical voice, and moral efficacy mediated this relationship. Moral task complexity not only moderated the relationship between employees' perceived ethical HRM and moral efficacy but also moderated the indirect effect of employees' perceived ethical HRM on ethical voice such that the impact was stronger when the moral task complexity level is higher and weaker when low.Practical implicationsThis research model provides a framework through which organisations can diagnose potential ethical issues with the implementation of ethical HRM, as well as increase employee awareness of ethical values and then enhance their moral efficacy. Moreover, organisations can benefit from combining interventions and practices that influence the task design.Originality/valueThis study fills research gap by examining the mechanisms that shape employees' ethical voice from the perspective of HRM through moral efficacy and demonstrates that higher levels of moral task complexity contribute to higher levels of moral efficacy and ethical voice.

Whistleblowing in the travel industry: A research in the context of idealism and affective commitment

“…Nevertheless, instances of corporate fraud and scandals, such as deceitful practices, bribery, and unethical policies within the tourism industry have resulted in job losses, detrimental competition, societal moral harm, and harm to the country's reputation (Srivastava & Gupta, 2022). Furthermore, whistleblowers encounter various forms of retaliation (Kobroń-Gąsiorowska, 2021;Chen et al, 2023). It is crucial to scrutinise this problem within the context of the tourism industry.…”

“…An effective strategy to combat corruption involves viewing whistleblowing as an informational activity (Cho & Song, 2015;Previtali & Cerchiello, 2022). This tool primarily functions as a means to advance communities, organizations, or societies (Lewis, 2006), while also serving as a safeguard against ethical transgressions (Anvari et al, 2019;Chen et al, 2023). The results yield societal benefits (Latan et al, 2018), fostering a culture of accountability and honesty in society (Mehrotra et al, 2020), and addressing unethical behaviour (Berentsen et al, 2008;Kenny et al, 2019).…”