Volume 8, Issue 1, March 2020, Page: 41-49
Relationship Between Organizational Ethics and Employee Performance in Airlines Industry: Evidence from Nigeria
Umar Abbas Ibrahim, Department of Business Administration, Nile University of Nigeria, Abuja, Nigeria
Sha’awa Mohammed, Department of Business Administration, Nile University of Nigeria, Abuja, Nigeria
Received: Jan. 11, 2020;       Accepted: Feb. 17, 2020;       Published: Feb. 25, 2020
DOI: 10.11648/j.sjbm.20200801.16      View  139      Downloads  51
Abstract
The need for organizations to achieve set goals and employees’ desire for equity have affected etiquette, integrity, self-discipline and by extension the level of performance within the framework of employment relationship. This study therefore examines the effect of organizational ethics on employee performance in Airlines Industry. A survey research design was used based on population of 23 registered domestic airline carriers in Nigeria. Using purposive sampling technique, the scope was limited to the 6 busiest Airline. Judgmental random was used in administering 96 questionnaires to the employees of the 6 selected airline carriers, i.e. 16 employees from each airline. Multiple regression analysis was used in analyzing the data obtained. The study revealed that Organizational discipline, Commitment, and Work attitude positively affect employee’s performance in the Airline industry. However, the results suggests that Organizational Teamwork has a negative impact on the performance of Employees, signifying that a unit increase in Teamwork on the average lead to a corresponding unit decrease on employee performance by -0.067 units. Though, this impact is negative it is also statistically insignificant at conventional level. This study concludes that ethics serves as organizations guide and encourage employees to practice good behavior for the sake of improving their performance. The study recommends that management of Airline businesses should strive to see the implementation of organizational ethics that can help them to achieve superior performance in terms of Organizational discipline, Commitment and Work attitude.
Keywords
Airline Carriers, Airline Industry, Employee Performance, Organisational Ethics, Organisational Discipline
To cite this article
Umar Abbas Ibrahim, Sha’awa Mohammed, Relationship Between Organizational Ethics and Employee Performance in Airlines Industry: Evidence from Nigeria, Science Journal of Business and Management. Vol. 8, No. 1, 2020, pp. 41-49. doi: 10.11648/j.sjbm.20200801.16
Copyright
Copyright © 2020 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Reference
[1]
Adeyeye, J. O. Aina, S. & Ige, A. (2012). Globalisation and the Transitional Economy: Impacts and Effect on AfricaRegional Growth. European Journal of Globalisation and Development Research, Vol. 9 (1), pgs 176-185.
[2]
Adeyeye, O. J., Adeniji, A. A., Osinbanjo, A. O., & Oludayo, O. O. (2015). Effects of workplace ethics on employees and organisational productivity in Nigeria. International Conference on African Development Issues, (CU-ICADI).
[3]
Martin, K. D. and Cullen, J. B. (2006), “Continuities and extensions of ethical climate theory: ameta-analytic review”, Journal of Business Ethics, Vol. 69 No. 2, pp. 175-194.
[4]
Farouk, S and Jabeen, F (2018) Ethical climate, corporate social responsibility and organizational performance: evidence from the UAE public sector. Social Responsibility Journal. 14 (4) 738-752.
[5]
Pelletier, K. L. and Bligh, M. C. (2006), “Rebounding from corruption: perceptions of ethics program effectiveness in a public sector organization”, Journal of Business Ethics, Vol. 67 No. 4, pp. 359-374.
[6]
Kapstein, E. B. (2001), “The corporate ethics crusade”, Foreign Affairs, Vol. 80 No. 5, pp. 105-119.
[7]
Greenwood, M. (2007), “Stakeholder engagement: beyond the myth of corporate responsibility”, Journalof Business Ethics, Vol. 74 No. 4, pp. 315-327.
[8]
Viswesvaran, C. and Ones, D. S. (2002), “Examining the construct of organizational justice: a Meta analytic evaluation of relations with work attitudes and behaviors”, Journal of Business Ethics, Vol. 38No. 3, pp. 198-203.
[9]
Lee, E. M., Park, S. and Lee, H. J. (2013b), “Employee perception of CSR activities: its antecedents and consequences”, Journal of Business Research, Vol. 66 No. 10, pp. 1716-1724.
[10]
Lings, K., 2014, The missing piece: Solving South Africa’s economic puzzle, Pan McMillan South Africa, Johannesburg.
[11]
Dietz, G. and Gillespie, N. (2012). The recovery of trust: Case studies of organizational failures and trust repair. Institute of Business Ethics (IBE) Occasional Paper 5.
[12]
Byoung K. C., Hyoung K. M and Wook K (2013) An organization’s ethical climate, innovation, and performance. Effects of support for innovation and performance evaluation. Management Decision, Journal Emerald Group Publishing Limited 51 (6), pp. 1250-1275.
[13]
Guy, N., and Mark W. (1997). "Birth of a Giant". Boeing 747: Design and Development Since 1969. Zenith Imprint. pp. 12–13. ISBN 978-0-7603-0280-4.
[14]
Akpoghomeh, O. S. (1999) ‘The development of air transportation in Nigeria.’ Journal of Transport Geography, 7 (2), 135–146.
[15]
Shahrul N. S, Mohd-Nur R. A, Siti S. B, Siti S. H (2016). The Relationship between Work Ethics and Job Performance. The European Proceedings of Social and Behavioural Sciences. 3rd International Conference on Business and Economics, 21 – 23 September.
[16]
Langlois, C. C. & Schlegelmilch, B. B. (1990). Do Corporate Codes of Ethics reflect national character? Evidence from Europe and the United States. Journal of International Business Studies (Fourth Quarter), 519-536.
[17]
Agboola, G. M., Epetimehin, O. S., Akinyele, S. T., Ashipaoloye, F. K (2015) Organizational Ethics and Employee Level of Productivity in Nigerian Private Universities. European Journal of Business and Management. 7 (28) 125-134.
[18]
Dumisan, R. (2012). Employee Responsiveness to Disciplinary Actions. Human Relations, 40 (8): 507-52.
[19]
De Schrijver, A; Delbeke, K, Maesschalck, J, Pleysier, S., (2010) Fairness, Perceptions and Organizational Misbehavior. The American Review of Public Administration 3, 230-249.
[20]
Idris, S. D. & Alegbeleye, G. I. (2015). Discipline and Organizational Effectiveness: Study of Nigerian Customs Service. Review of Public Administration and Management, 4 (8): 88-107.
[21]
Nwosu, O. & Ugwuera, E. (2015). Staff Discipline in the Nigerian Local Government System. Journal of Humanities and Social Science, 20 (7): 38-45.
[22]
Jones, A., Richard, B., Paul, D., Sloane, K., & Peter, F. (2007). Effectiveness of teambuilding in organization. Journal of management, 5 (3), 35-37.
[23]
Idris, A. (2014). Flexible working as an employee retention strategy in developing countries: Malaysian bank managers speak. Journal of Management Research, 14 (2), 71-86.
[24]
Faloye, D. O. (2014). Organizational commitment and turnover intentions: Evidence from Nigerian paramilitary organization. International Journal of Business & Economic Development, 2 (3), 23-34.
[25]
Nelson, D. L., & Quick, J. C. (2008). Understanding organizational behavior. Mason, Australia: Thomson/South-Western.
[26]
Tuna, M., Ghazzawi, I., Tuna, A., & Catir, O. (2016) Perceived External Prestige and Organizational Deviance: The Case of Turkey’s Hospitality Industry. Forthcoming in the International Journal of Contemporary Hospitality Management (IJCHM), 28 (2), 366- 396.
[27]
Tuna, M., Ghazzawi, I., Tuna, A., & Catir, O. (2011). Transformational leadership and organizational commitment: The case of Turkey’s hospitality industry. SAM Advanced Management Journal, 76 (3), 10-25.
[28]
Susanty, A., Miradipta, R., & Jie, F.,(2013), 'Analysis of the effect of attitude toward works, organizational commitment satisfaction on employee's job performance', European Journal of Business and Social Sciences, vol. 1 no. 10, pp 15-64.
[29]
George, R., & Jayan, C. (2013). Moderating Role of Organizational Culture on Job Attitude and Personal Effectiveness. Anvesha 6 (4).
[30]
Liao, C. W., Lu, C. Y., Huang, C. K., & Chiang, T. L. (2012). Work values, work attitude and job performance of green energy industry employees in Taiwan. African Journal of Business Management, 6 (15), 5299-5318.
[31]
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63 (3), 308-323.
[32]
Ahmad, S., & Shahzad, K. (2011). HRM and employee performance: A case of university teachers of Azad Jammu and Kashmir (AJK) in Pakistan. African Journal of Business Management, 5 (13), 5249.
[33]
Babin, B. J., Boles, J. S. and Robin, D. P. (2000), “Representing the perceived ethical work climate among marketing employees”, Journal of Academy of Marketing Science, Vol. 28 No. 3, pp. 345-358.
[34]
Werner, J. M. (2000), “Implications of OCB and contextual performance for human resource management”. Human Resource Management Review, 10 (1), 245-261.
[35]
Aluko, M. A (2000), Employee Motivation. An Effective Tool for Enhancing Workers Productivity. Business and Management Journal.
[36]
Adewale, O. O., James, O. A., Hezekiah, O. F and Akinrole O. O (2015). Work Ethics and Employees’ Job Performance. Journal of Leadership, Accountability and Ethics Vol. 12 (1) 107-117.
[37]
Ali, A., & Falcone, T. (1995). Work ethic in the United States and Canada. Journal of Management Development, 14 (6), 26-35.
[38]
Newton, T. and Findlay, P. (1996), “Playing God? The Performance of Appraisal”, Human Resource Management Journal, Vol 6 No. 2, pp. 42-58.
[39]
Bhatti, K. K, Nawab, S. & Akbar, A. (2011) Effect of Direct Participation on Organizational Commitment. International Journal of Business and Social Science, Vol. 2 (9), 15-23.
Browse journals by subject