Human resource management, ethical context, and personnel consequences: A commentary essay

In the Journal of Business Research, Koonmee, Singhapakdi, Virakul, and Lee (2010) empirically explore the notion that institutionalized ethics and quality of work life can be utilized in companies to prompt different positive work outcomes. This commentary essay considers the theoretical and practical contributions of this research, as well as the study's virtues and limitations, and offers several suggestions for future inquiry based on the findings. As a whole, the HR field should more fully consider how a variety of positive personnel consequences might be prompted from an ethical context developed through beneficial human resource management practices.

[1]  Charles H. Schwepker,et al.  Ethical climate's relationship to job satisfaction, organizational commitment, and turnover intention in the salesforce , 2001 .

[2]  Thomas L. Baker,et al.  Promoting Ethical Behavior and Organizational Citizenship Behaviors: The Influence of Corporate Ethical Values , 2006 .

[3]  Jeanne Liedtka,et al.  Organizational value contention and managerial mindsets , 1991 .

[4]  Ronald R. Sims,et al.  The institutionalization of organizational ethics , 1991 .

[5]  L. Treviño.  Ethical Decision Making in Organizations: A Person-Situation Interactionist Model , 1986 .

[6]  Sandra B. Richtermeyer,et al.  Employee job response as a function of ethical context and perceived organization support , 2006 .

[7]  Kenneth D. Butterfield,et al.  The Ethical Context in Organizations: Influences on Employee Attitudes and Behaviors , 1998, Business Ethics Quarterly.

[8]  Anusorn Singhapakdi,et al.  Institutionalization of ethics and its consequences: a survey of marketing professionals , 2007 .

[9]  Daniel J. Brass,et al.  Relationships and Unethical Behavior: A Social Network Perspective , 1998 .

[10]  O. C. Ferrell,et al.  A Contingency Framework for Understanding Ethical Decision Making in Marketing , 1985 .

[11]  Chockalingam Viswesvaran,et al.  Ethics, success, and job satisfaction: A test of dissonance theory in India , 1996 .

[12]  D. Marlowe,et al.  A new scale of social desirability independent of psychopathology. , 1960, Journal of consulting psychology.

[13]  Chockalingam Viswesvaran,et al.  Job Satisfaction as a Function of Top Management Support for Ethical Behavior: A Study of Indian Managers , 1998 .

[14]  Alan J. Dubinsky,et al.  Analyzing ethical decision making in marketing , 1989 .

[15]  D. A. Kenny,et al.  The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. , 1986, Journal of personality and social psychology.

[16]  Dong-Jin Lee,et al.  Ethics institutionalization, quality of work life, and employee job-related outcomes: A survey of human resource managers in Thailand , 2010 .

[17]  Steven N. Brenner.  Ethics programs and their dimensions , 1992 .

[18]  Donna M. Randall,et al.  The social desirability response bias in ethics research , 1991 .

[19]  T. Jones.  Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model , 1991 .

[20]  S. Hunt,et al.  A General Theory of Marketing Ethics , 1986 .

[21]  Lawrence B. Chonko,et al.  Corporate Ethical Values and Organizational Commitment in Marketing , 1989 .

[22]  S. Vitell,et al.  The relationship between ethics and job satisfaction: An empirical investigation , 1990 .

[23]  S. Valentine,et al.  Ethical Context, Organizational Commitment, and Person-Organization Fit , 2002 .

[24]  M. Sirgy,et al.  A New Measure of Quality of Work Life (QWL) Based on Need Satisfaction and Spillover Theories , 2001 .

[25]  Mary S. Thibodeaux,et al.  Institutionalization of Ethics: The Perspective of Managers , 1999 .