This study examines the effects of corporate ethics on corporate financial performance by focusing on internal stakeholders. I hypothesize that corporate ethics positively affects corporate financial performance when focusing on internal stakeholders. In order to test four hypotheses, data from 5719 companies in varying countries and industries is retrieved from the Asset4 and Worldscope database. Contrary to our expectations, the results show that corporate ethics does not affect financial performance when focusing on internal stakeholders. These findings are combined with the results of previous studies in order to formulate practical implications. Furthermore, based on our results and prior literature we identify desirable improvements in the theoretical framework, variable measurement and sample selection.

A merger can be considered both a phenomenological and significant life event for an organisation and its employees, and how people cope with and respond to a merger has a direct impact on the institutional performance in the short to medium term. It is within this context that post-merger perceptions of a tertiary institution were gauged. Restructuring in any organisation is characterised by uncertainty, high levels of anxiety, low levels of morale, and tardy job performance, as well as high levels of absenteeism and staff turnover, all of which potentially impact on productivity and performance. Notably, the global phenomenon of transformation of higher education, taking place in most countries in the world, is an undeniable fact. The abolition of apartheid and the post-1994 aftermath period have seen South Africa undergoing tremendous transformation in its political, economic, social and technological environments. As part of the social environment, education, too, will be subjected to the restructuring and transition resulting in the new characterisation of the country and its people. Mergers are taking place between teacher-training colleges and technical colleges, as well as between universities and technikons. In South Africa to date, mergers have been limited mainly to the federal absorption of smaller, specialist institutions into universities; however larger and more unitary mergers have been advocated. Few notable studies have investigated the commitment perceptions of the employees (and the associated selected work constructs of job satisfaction and turnover intentions) who feel the full impact of these restructurings in a South African context. This subsequently results in a dearth of knowledge on the context of South African mergers and acquisitions of tertiary institutions. Human capital element in the form of teacher / facilitator / lecturer in educational institutions (knowledge intensive organisations) is much more important than in other organisations. In light of the recent restructuring of the institution in question, no attempt has yet been made to gauge the levels of organisational commitment amongst its employees. It is within this context that the research problem emerges: What are the employee perceptions of job satisfaction, organisational commitment, and turnover intentions in a post-merger tertiary institution, and how are these variables related? Job satisfaction was determined as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. A global approach was adopted, whereby job satisfaction is explained as a single, overall feeling toward ones job. Organisational commitment was defined as a cognitive predisposition towards a particular focus, insofar as this focus has the potential to satisfy needs, realise values, and achieve goals, and was subsequently addressed through a motivational approach. The state of commitment is not only separated from its antecedent and consequential conditions and behaviours, but also from its related affective and conative components that are also present in other widely used constructs, such as job satisfaction and turnover intentions respectively. Turnover intentions, approached as being mental decisions intervening between an individuals attitudes regarding a job and the stay or leave decision, were addressed as a planned behaviour. This is a result from the argument that behavioural intention is a good predictor of actual behaviour, in this case actual turnover. Turnover behaviour is a multistage process that includes attitudinal, decisional, and behavioural components. Furthermore the turnover process is initially stimulated by the thought of quitting, which ultimately will result in the actual process of either staying or leaving. The instance of a merger or acquisition normally results in, amongst others, lack of commitment, job dissatisfaction, increased labour turnover and absenteeism rates (even at managerial level), lowered work goals, uncertainty, and employee theft or acts of sabotage. The relationships established between the three selected work constructs, primarily in terms of mergers and acquisitions, suggest that a positive relationship exists between job satisfaction and organisational commitment, whilst also yielding a negative relationship with turnover intentions. The research approach could be described as a non-experimental and crosssectional field survey, the data as primary data, and data analysis as ex post facto and correlational. The non-probability (convenience) sample consisted of 367 employees of a South African tertiary instituition. The completion of the electronic questionnaires was personally administered and anonymously handled. Job satisfaction was assessed by the Minnesota Satisfaction Questionnaire (MSQ20). The MSQ20 measures 20 different job-related items and can be subcategorised into extrinsic and intrinsic satisfaction. The end factor analystic result revealed the need to remove three items. Commitment was addressed through the Organisational Commitment Questionnaire which consisted of 18 items, measuring different foci of commitment, namely work, career, occupational and organisational. Diagnostic analyses indicated the need to remove three items. Turnover intentions were measured by an unpublished 15 item questionnaire. The diagnostic analyses warranted the removel of two items. The analyses followed a two phase procedure. The intial phase included all diagnostic testing of the measuring instruments in order to determine the reliabilty and validty of the measuring instruments for subsequent testing purposes of the study. The tests utilised were basic descriptives, factor (first and second order) and reliability analyses and normality testing. The latter phase described the inferential section of the sample, whereby statistics are used either to infer the truth or falsify hypotheses / research objectives. The tests carried out consisted of t-tests and ANOVA, correlations, structural equation modelling, twoway ANOVA and lastly a stepwise linear regression. Fifteen predefined models were investigated whereupon the most parsimonious model was selected. In applying the stepwise linear regression for the prediction of turnover intentions, the model was determined by entering all the variables simultaneously into the regression equation. The variables determined for the inclusion on the regression were based on the results from the inferenital testing phase. The final result yielded a prediction of 47% of the variance in turnover intentions. The final (most parsimonious) model determined for turnover intentions indicated as being significantly predicted by: job satisfaction, tenure, and a combination of job satisfaction and organisational commitment. Contrary to popular belief, commitment does not correlate more strongly than satisfaction does with turnover intentions. This indicates that withdrawal entails a rejection of the job rather than of the organisation. Turnover intentions of tertiary employees can be actively managed through the manipulation of the contextual variables of organisational commitment and job satisfaction. The resulting predictive model can be regarded as an important tool for management and the Human Resource Department in effectively planning talent retention strategies focusing on its controllable dimensions. Since this model was developed based on internal components, possible strategies can be derived from this model to prevent turnover intentions. / Professor Gert Roodt

Kwok, Tak Yee. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 99-115). / Abstract also in Chinese; appendix II-IV in Chinese. / ABSTRACT --- p.i / 摘要 --- p.iii / ACKNOWLEDGEMENT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURE --- p.vii / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Chapter CHAPTER 2 --- LITERATURE REVIEW --- p.6 / Overview of Climate --- p.6 / Content of Climate --- p.10 / Outcomes of Climate --- p.12 / Individual Processes Linking Climate and Outcomes --- p.14 / Deriving Climate from Perception of Human Resource Systems --- p.16 / Climate for Commitment - Perceptions of Commitment Human Resource Systems --- p.74 / Overview of Goal Orientation --- p.28 / Dimensionality of Goal Orientation --- p.30 / Trait versus State Goal Orientations and their Antecedents --- p.32 / Outcomes of Goal Orientation --- p.34 / Overview of Job Performance --- p.37 / Team Role Performance --- p.40 / Predictors of Team Role Performance --- p.43 / Chapter CHAPTER 3 --- MODEL AND HYPOTHESES DEVELOPMENT --- p.46 / Theoretical Underpinnings of Model --- p.46 / Model Development --- p.50 / Hypotheses Development --- p.54 / Climate for Commitment and Team Role Performance --- p.54 / Mediating Role of Learning Goal Orientation in the Relationship between --- p.54 / Climate for Commitment and Team Role Performance --- p.58 / Chapter CHAPTER 4 --- METHODS --- p.68 / Sample and Procedures --- p.68 / Measures --- p.70 / Chapter CHAPTER 5 --- RESULTS --- p.76 / Factor Structure of the Measures --- p.76 / Descriptive Statistics and Correlations --- p.80 / Test of the Hypothesized Model --- p.82 / Chapter CHAPTER 6 --- DISCUSSION --- p.86 / Theoretical Implications --- p.88 / Practical Implications --- p.91 / Limitations --- p.92 / Future Directions for Research --- p.95 / Conclusion --- p.98 / REFERENCES --- p.99 / APPENDIX --- p.116 / Appendix I: Measurement Items for this Study --- p.116 / Appendix II: Questionnaire for Subordinate at Time 1 (Chinese) --- p.118 / Appendix III: Questionnaire for Subordinate at Time 2 (Chinese) --- p.124 / Appendix IV: Questionnaire for Supervisor (Chinese) --- p.130

Business leaders in the accounting/auditing profession have limited knowledge of how employee engagement, employee job satisfaction, and organizational commitment relate to each other. The role of engaged, satisfied, and committed employees is important as globalization allows for unprecedented talent mobility. The purpose of this quantitative correlational study was to examine the relationship between employee engagement, employee job satisfaction, and organizational commitment. The theoretical framework incorporated Emerson's social exchange theory and Bakker and Demerouti's job demands-resource theory. The sample included 82 out of 295 members of the Northeast Chapter of the New York State Society of CPAs who work in Albany County, New York. The sample was recruited through a nonrandom purposive sampling method. There is significant association measured between employee engagement and employee job satisfaction (r = .717, p < .001). Additionally, there is a significant association between employee engagement and organizational commitment (r = .702, p < .001). Based on the analysis, there is a significant association between employee job satisfaction and organizational commitment (r = .853, p < .001). The regression model showed that employee engagement and employee job satisfaction, when taken together, were significant predictors of organizational commitment (F(2, 79) = 115.112, p < .0005, R2 = .745). The implications for positive social change include strategies geared towards increasing engagement and job satisfaction, which in turn influences organizational commitment, resulting in a highly productive workforce and increased profitability.

<p>Medarbetarskap har fått mer betydelse i det svenska arbetslivet under de senaste decennierna. Många organisationer strävar efter att förbättra samarbetet inom och över avdelningsgränserna samt chefens och medarbetarens relation. Arbetstagaren har till stor del övergått till att ta en mer aktiv roll i arbetet. Enkätundersökningen (<em>N</em> = 139) genomfördes i en statlig myndighet där medarbetarskap undersöktes utifrån F. Hällstén och S. Tengblads (2006) modell. Medarbetarskap kopplades till arbetsmotivation och lojalitet mot organisationen även intressanta likheter och skillnader undersöktes. Resultatet visar hur det rådande medarbetarskapet ser ut och kan utvecklas. Ett positivt samband uppvisades mellan medarbetarskap och arbetsmotivation samt lojalitet mot organisationen. Studien fann att upplevelsen av medarbetarskap är högst individuellt. Tidigare forskning har utgått ifrån ledningens och chefens perspektiv medan vår studie som kontrast utgick ifrån medarbetarens perspektiv. Detta uppmanar framtida forskning att undersöka båda perspektiven i en studie för att få en sammanfattande helhetsbild av fenomenet medarbetarskap.</p>

Thesis (M. Soc. Sc.)--University of Hong Kong, 2000.

This research was to learn the trust of direct leaders from the points of the staff, and to discuss how to influence organizational commitment and job involvement. Since trust of direct leaders was one of the key factors to increase organizational commitment and job involvement, the cohesion will turn up when the staff accept the concern from directors, and the group can collaborate. Therefore, the operation of an organized system and the achievement of assignment were necessary to base on the trust of direct leaders, then it brought the maximum beneficial result. After getting nine hundred and thirty-six available questionnaires, this research used the methods of Analysis of One-Way Factorial Variance, Correlation Analysis, and Analytical Regression Process to get the verification. According to the statistics, I addressed the conclusion and recommendation of this research. In the discovery of the result, individual variables were including the trust of direct leaders, organizational commitment and job involvement. There wasn¡¦t any noticeable difference in sex, but it existed in marriage, age, work experience, education level and position. Moreover, according to the result of the research in Correlation Analysis, the trust of direct leaders, organizational commitment and job involvement caused high positive correlation . It means the degree of the trust of direct leaders is higher, and the staff would have higher organizational commitment, and degree of job identification and involvement. In addition, the work experience with directors was interference variables, and to prove if there was the interference effect in the trust of direct leaders from organizational commitment and job involvement, the verified result revealed that there wasn¡¦t any interference effect in any other factors, except Cognition-based Trust could effect the value and effort commitment . In terms of the collection of this research results, the assumptions approximately existed in Correlation Analysis, and on the contrary, they didn¡¦t exist in interference effect. In conclusion, I had some recommendation for this research to provide the enterprise some different ideas and directions of management. The organization should emphasize how to increase the trust of direct leaders, enhance the interaction between the management and the staff, lift organizational commitment from the personnel, and raise the degree of job involvement for the advantage of the organization development.

This study is about the relationships among compensation satisfaction, job satisfaction, organizational commitment and turnover intention. The major purpose of this research is to use two mental factors of job satisfaction and organizational commitment for examining the existence of mediation effects in between compensation satisfaction and turnover intention. Therefore, using compensation satisfaction as independent variables, job satisfaction and organizational commitment as mediator variable, and turnover intention as dependent variable to probe into the relation among the compensation satisfaction, job satisfaction, organizational commitment and turnover intention. This research was using the method of questionnaire survey together with various kind of statistic analysis. Analysis on 928 workers shows: 1. Compensation satisfaction, job satisfaction and organizational commitment reveals outstanding positive relation. 2. Compensation satisfaction, job satisfaction, organizational commitment and turnover intention reveals outstanding negative relation. 3. Two mental factors of job satisfaction and organizational commitment, have mediating effects between compensation satisfaction and turnover intention. According to the results of research, provides business managers when they try to manage and prevent employees¡¦ turnover, the can increase employees¡¦ compensation satisfaction, job satisfaction and organization commitment to decrease employees¡¦ turnover intention, and turnover behavior will reduce.

Medarbetarskap har fått mer betydelse i det svenska arbetslivet under de senaste decennierna. Många organisationer strävar efter att förbättra samarbetet inom och över avdelningsgränserna samt chefens och medarbetarens relation. Arbetstagaren har till stor del övergått till att ta en mer aktiv roll i arbetet. Enkätundersökningen (N = 139) genomfördes i en statlig myndighet där medarbetarskap undersöktes utifrån F. Hällstén och S. Tengblads (2006) modell. Medarbetarskap kopplades till arbetsmotivation och lojalitet mot organisationen även intressanta likheter och skillnader undersöktes. Resultatet visar hur det rådande medarbetarskapet ser ut och kan utvecklas. Ett positivt samband uppvisades mellan medarbetarskap och arbetsmotivation samt lojalitet mot organisationen. Studien fann att upplevelsen av medarbetarskap är högst individuellt. Tidigare forskning har utgått ifrån ledningens och chefens perspektiv medan vår studie som kontrast utgick ifrån medarbetarens perspektiv. Detta uppmanar framtida forskning att undersöka båda perspektiven i en studie för att få en sammanfattande helhetsbild av fenomenet medarbetarskap.

This study utilized the meta-theoretical framework developed by McCrae and Costa in 1996 that explains individual differences in human nature and the theory regarding the role of individual differences in task performance and organizational citizenship behaviors (OCB) proposed by Motowidlo, Borman, and Schmit in 1997, to examine the interrelationships among the Big Five personality traits (conscientiousness, agreeableness, extraversion, emotional stability, and openness to experience), three components of organizational commitment (affective, normative, continuance), and OCB. Two samples were included; Sample 1 (N = 133) consisted of employed undergraduate students and their coworkers and Sample 2 (N = 241) consisted of older, more stably employed adults. Participants in both samples completed measures of personality, organizational commitment, and OCB. Further, in Sample 1, coworker participants provided a rating of the primary participants' OCB. Four sets of analyses were conducted to examine: 1) personality-OCB relationships, 2) organizational commitment-OCB relationships, 3) personality-organizational commitment relationships, and 4) organizational commitment as a mediator of personality-OCB relationships. Results of the first set indicated that conscientiousness, agreeableness, extraversion, and emotional stability were positively related to OCB in at least one analysis. Results of the second set indicated that affective and normative commitment were positively related to OCB in both samples. While not consistent across samples, results of the third set indicated that conscientiousness, agreeableness, and extraversion were positively related to both affective and normative commitment; openness to experience was negatively related to normative commitment; conscientiousness was positively related to continuance commitment; and emotional stability and openness to experience were negatively related to continuance commitment in at least one analysis. Results of the fourth set indicated that, in Sample 1, affective and normative commitment partially mediated the conscientiousness-OCB relationship. Further, in Sample 2, affective and normative commitment partially mediated relationships between each of agreeableness and extraversion and OCB. Overall, these findings offer support for McCrae and Costa's meta-theoretical framework and Motowidlo, Borman, and Schmit's theory.