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Advances in Social Sciences Research Journal – Vol. 10, No. 1
Publication Date: January 25, 2023
DOI:10.14738/assrj.101.13799.
Zimmerman, G. A., Munteanu, R., Walker, A., Buresh, D., & Domingo, A. (2023). Differential Impact of the Perception of Ethical
Climates upon Job Satisfaction Among Different Types of Employees. Advances in Social Sciences Research Journal, 10(1). 167-175.
Services for Science and Education – United Kingdom
Differential Impact of the Perception of Ethical Climates
upon Job Satisfaction Among Different Types of Employees
Dr. Glenn A. Zimmerman
Touro University Worldwide
Dr. Radu Munteanu
Touro University Worldwide
Dr. Andress Walker
Touro University Worldwide
Dr. Donald Buresh
Touro University Worldwide
Dr. Aldwin Domingo
Touro University Worldwide
ABSTRACT
The main objective of this current research study is to examine if there are any
differences between cis male and cis female employees, between managers and
non-managers/subordinate employees, and between full and part-time workers in
terms of their perceptions of organizational ethical climate and their self-reported
job satisfaction. The research collected data from 140 participants. The research
study found a statistically significant predictive effect regarding perception of
workplace ethical climates scores upon the self-reported job satisfaction scores
across all participants regardless of gender, employment status (full-time and part- time employees), and employment level (managers/supervisors and non- managers/subordinate employees). Another key research finding is that the self- reported job satisfaction scores predicted by the variance in the perception of
workplace ethical climates scores among the managers/supervisors are over
double the predictive value as compared to non-managers/subordinate employees.
Keywords: Ethical climates, job satisfaction, ethics, differential statistics, males and
femailes, full and part-time workers, managers and non-managers
INTRODUCTION
An ethical climate includes several dimensions of self-interest, company profit, efficiency,
friendship, team interest, social responsibility, personal morality, rules and standard operating
procedures, and laws and professional codes (Trevino et.al., 2000). Just as ethical culture can
be viewed as a subset of organizational culture, the ethical climate is an outgrowth of work done
on organizational climate. Some studies show that an organizational ethical climate can have
an inhibitory effect on employees’ unethical behavior (Lee & Ha-Brookshire, 2018). However,
existing research generally examined the organizational ethical climate in a holistic manner,
but it is important to consider that differently-oriented organizational ethical climates would
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Advances in Social Sciences Research Journal (ASSRJ) Vol. 10, Issue 1, January-2023
Services for Science and Education – United Kingdom
have differential effects on the unethical behavior of employees. As an important part of an
organizational ethical climate, ethical climate rules focus on organizational rules and order and
research findings have indicated that ethical climate rules have been able to restrain
employees’ unethical behaviors (Barnett & Vaicys, 2000).
To better understand the relationship between an organization’s ability to create a positive
ethical environment and how this environment would impact job satisfaction, there must first
be an understanding of the various motivational variables and hygiene factors that were first
introduced and documented by Frederick Herzberg during the late 1950’s (Herzberg, Mausner,
& Snyderman, 1959). The findings of Frederick Herzberg provide researchers with a more
detailed understanding of the job satisfaction of employees by examining the motivational
factors or variables that can satisfactorily motivate workers. This theory also identifies hygiene
factors that also can be related to the non-satisfaction of workers and can lead to dissatisfied
employees within an organization (Herzberg, Mausner, & Snyderman, 1959). By understanding
both motivational factors and hygiene factors such as supervision, policy, and standards, there
can be a better understanding of some of the complexities and variables of an ethical climate
and how it can help to create job satisfaction among workers.
One of the earliest research studies examining the impact of the perception of an ethical climate
in the workplace was conducted by Satish Deshpande in 1996. Research conducted by
Deshpande (1996) tried to understand how an organization’s ethical environment impacts
worker job satisfaction. This prior study also develops a baseline understanding of what is
considered an ethical climate as the variables of professionalism, caring, rules, instrumental,
efficiency, and worker independence were examined in the research study. These variables
create an understanding of an overall ethical environment. Job satisfaction for the study was
identified by pay, promotion, worker, manager, and work satisfaction (Deshpande, 1996). Both
ethical climate and job satisfaction variables identified in this research study provide a greater
understanding of the types of ethical climates that often are established within any
organization; a better understanding of the different components that have to do with job
satisfaction; and lastly how different organizational ethical climate types have a dramatic
impact on job satisfaction (Deshpande, 1996). The main findings from this prior study showed
that an ethical climate could have many varying types (Deshpande, 1996). The most referred
type of ethical climate within the study by Deshpande’s (1996) findings was around
professionalism. In contrast, the most uncommon trait for an ethical climate appeared to be
related to workplace or task-related efficiencies (Deshpande, 1996). Another important
component that helps to understand an ethical climate and job satisfaction was the result that
most managers found their work to be more critical to job satisfaction as compared to their
salaries.
This prior study also concluded that having a code of conduct and ensuring that workers follow
legal and ethical organizational requirements also play a profound impact in creating the ability
for job satisfaction (Deshpande, 1996). Lastly, the most negative component related to a
workplace or organizational climate identified was the understanding that an instrumental
climate where workers feel they must protect their self-interests can often create poor job
satisfaction within their workplace environment.
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Zimmerman, G. A., Munteanu, R., Walker, A., Buresh, D., & Domingo, A. (2023). Differential Impact of the Perception of Ethical Climates upon Job
Satisfaction Among Different Types of Employees. Advances in Social Sciences Research Journal, 10(1). 167-175.
URL: http://dx.doi.org/10.14738/assrj.101.13799
In a more recently published research study, Feng et al. (2018) established a better
understanding of the impact of an organization’s ethical environment by specifically examining
if an organization’s ethical climate has any impact on the creativity and innovation among their
employees. The prior published study by Feng et al. (2018) surveyed 340 employees along with
32 leaders within 16 organizations that are focused on high levels of creative or innovative
outputs. A total of 270 surveys were returned with a response rate of 86%, including over 60%
of participants with jobs including researchers and managers (Feng et al., 2018). The research
study showed that ethical leadership is positively related to employee creativity and
innovation. Moreover, there is a curvilinear relationship between ethical leadership and
employee creativity, whereby the positive relationship between ethical leadership and
employee creativity will be weakened when ethical leadership is at a high level. Finally,
employees’ intrinsic motivation mediates the curvilinear relationship between ethical
leadership and employee creativity (Feng et al., 2018).
In a more recently published research study, Ganji et al. (2021) sought to better understand the
relationship between an ethical climate, the predictors leading towards an ethical climate along
with how all of these variables can impact employee empowerment, employee turnover
intention, and ultimately worker job satisfaction. Ganji et al. (2021) found that job satisfaction
for a sample of 215 employees had a statistically significant negative linear relationship with
the self-reported turnover intention among the aforementioned employees. Moreover, there
was also a positive linear relationship between the predictor variables of employee
empowerment, ethical climate, and perceived organizational support on the outcome variable
job satisfaction along with the negative linear relationship between the predictor variables of
ethical climate and perceived organizational support on the outcome variable of turnover
intention among employees. The research results also support the statistically significant
mediation of the variable of job satisfaction in the effect of predictor variables of ethical context
and perceived organizational support on the outcome variable of turnover intention.
As stated earlier, the goal of the current research study is to examine if there are any differences
between cis male versus cis female employees, managers versus non-managers, and full versus
part-time employees in terms of their perceptions of organizational ethical climate and their
self-reported job satisfaction. In terms of gender, prior research has shown mixed results in
terms of the perception of ethical workplace climates between men and women. For example,
Derry (1989) conducted a study that found no significant gender differences in the ethical
reasoning used in work conflicts. Other research studies have also found no differences
between male employees’ and female employees’ ethical attitudes in the workplace (ex.
Fritzsche, 1988). In contrast, other research studies found that female employees self-report
more ethical workplace attitudes than their male employee counterparts (Betz et al., 1989;
Ruegger & King, 1992). As such, this research study examined this gender difference again but
in the context of both their perception of ethical climate and their self-report of job satisfaction.
In terms of managers and non-managers, most of the prior research on ethical climates has
focused on the perceptions of ethical climates by samples of subordinate employees in the
workplace (Nedkovski, Guerci, De Battisti, & Siletti, 2017) along with the prior research being
focused on the perception of subordinate employees on the ethical leadership of managers or
supervisors (Kalshoven, Den Hartog, & De Hoogh, 2011). The goal of the current research study
is to also compare if there are any differences between managers and non-managers (i.e.