ORGANIZATIONAL CULTURE AND ETHICAL BEHAVIOUR: A STRATEGIC STANDPOINT

What constitutes ethical behaviour lies in a “grey zone†where clearcut right versus wrong and good versus bad dichotomies may not always exist. This paper is an empirical study on organizational culture and ethical behaviour from a strategic standpoint. Its objectives were to determine if there is a significant relationship between organizational culture and ethical behaviour and if there is a significant relationship between organizational culture and employees’ values. The participants of the study were employees of selected public and private organizations in Lagos, Nigeria. The selection was through simple random sampling technique. The sample size was 92 respondents. Two (2) hypotheses were formulated and tested using regression analysis. Hypothesis one revealed that there is significant relationship between organizational culture and ethical behavior; the coefficient of determination (R2) is 0.370. It shows that 37% of the variation or change in ethical behaviour is caused by variation in organizational culture. Hypothesis two also shows that the coefficient of determination (R2) is 0.423. It means that 42.3% of the variation or change in employees’ values is caused by variation in organizational culture, which connotes that organizational culture has significant relationship with employees’ values. The study recommends that management should constantly review its organizational culture to be sure that it remains strong on the vision of the founders of the organisation, because organizational culture can be eroded as more people come into the organization with their various individual behaviours and values. Â

Emotional intelligence and work engagement: a serial mediation model

Purpose-Emotional intelligence (EI) plays a vital role in work and non-work outcomes. Gaps exist in the role of contextual factor (i.e. perceived organisational support, POS) and personal resource (i.e. psychological capital, PsyCap) in investigating employees' EI. This current research draws on the cognitive-motivational-reactional theory of emotions and conservation of resources theory in examining the serial explanatory pathways between EI and work engagement. Design/methodology/approach-Data were collected at three points of measurement from the public sector in Nigeria. The authors tested their serial mediation model with a sample of 528 public sector employees using PROCESS macro with a bias-corrected bootstrapping method. Findings-The findings show that EI was positively related to work engagement. EI exerted an indirect effect on PsyCap via POS. The indirect effect of EI on work engagement was serially mediated by POS and PsyCap. Practical implications-Organisations need to pay attention to the level of support they provide to employees, given that employees differ in their emotional appraisal and regulations. The way employees perceive organisational support is vital to helping them stimulate their personal resources towards work goals. This study further accentuates the fact that emotionally intelligent employees tend to understand how to manage their emotions and that of others in a way that leads to a higher level of work engagement. Originality/value-This paper addresses gaps in the literature on EI and regulations in the changing and challenging world of work. In so doing, this paper contributes to the literature by deepening our understanding of the complex relationship between EI, POS, PsyCap and work engagement. Theoretical and practical implications for employees' emotional appraisal and regulations are discussed

Performance appraisal process as a determinant of employee commitment: a serial mediation analysis

Purpose: This study draws on Organisation Justice Theory and Social Exchange Theory to examine the effects of performance appraisal process on employee commitment via a serial mediation of performance appraisal outcome and employee reward. Design/methodology/approach: Survey data was collected from a sample of 363 academics across UK Higher Education Institutions (HEIs), including post-1992 and pre-1992 universities. We tested our hypotheses using PLS-SEM with a bias-corrected bootstrapping method. Findings: The findings show that performance appraisal process positively influences employee commitment and employee reward. Performance appraisal outcome and employee reward mediate the relationship between performance appraisal process and employee commitment. However, no significant relationship was found between performance appraisal outcome and employee commitment. Practical implications: This study has significant implications for HEIs as it underscores the need for managers to ensure the clarity and accuracy of the performance appraisal process and to structure rewards to reflect employees’ efforts, considering they affect employee commitment. Originality: This study contributes to the current debate on performance appraisal by highlighting the extent to which employees’ commitment to an organisation depends on the performance appraisal process, performance appraisal outcome and reward