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عنوان فارسی مقاله:

هویت های اخلاقی سازمانی و اعتماد کارکنان به همکاران، ناظر و سازمان


عنوان انگلیسی مقاله:

Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization


سال انتشار : 2016



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بخشی از مقاله انگلیسی:


2. Theoretical background and hypothesis 

2.1. The constructs under study: Organizational trust and organizational ethical climates In this section we provide the basic definitions of first organizational trust and then organizational ethical climates in order to develop specific hypotheses on their relations. Trust can be defined as “the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party” (Mayer, Davis, & Schoorman, 1995, p. 712). The individual level of analysis, which is the central interest of this study, denotes the degree of trust of an individual, which may differ among various referents (Fulmer & Gelfand, 2012). For example, an individual may trust his or her colleagues but distrust the supervisor at work. Accordingly, Vanhala, Puumalainen, and Blomqvist (2011) distinguished between lateral and vertical trust with respect to the hierarchical level to which the referents belong. In particular, lateral trust refers to trust relations among peers, whereas vertical trust refers to trust relations between employees and their supervisors and/or their organization as a whole (McCauley & Kuhnert, 1992). Previous literature has identified several individual-level antecedents of trust in the three referents. For example, voluntary help, as well as sympathy and cooperation (De Jong, Van der Vegt, & Molleman, 2007; Jap, Robertson, & Hamilton, 2011), have been found to be major factors stimulating trust in colleagues, whereas individualized support (Hernandez, 2008) and ethical leadership (Kalshoven, Den Hartog, & De Hoogh, 2011) have been identified as important predictors of trust in the supervisor. Trust in the organization, on the other hand, mirrors the employees' positive expectations about its capability and fairness (Vanhala et al., 2011). The above-cited line of inquiry suggests that a distinction among the different referents of trust is necessary. Accordingly, several recommendations have been made in the trust literature for simultaneous exploration and comparison of the diverse effects that the same antecedent exerts on trust in different referents (e.g. Fulmer & Gelfand, 2012). The second construct under study in this paper is OEC, which reflects the shared perceptions held by employees regarding the organization's norms, policies, practices and procedures (Martin & Cullen, 2006). Therefore, an OEC determines “the shared perception of what is correct behavior and how ethical situations should be handled in an organization” (Victor & Cullen, 1988, p. 51). The seminal works by Victor and Cullen (1988), and later by Martin and Cullen (2006) suggest that a distinction can be drawn among benevolent, principled, and egoistic OEC. Indeed, an employee that perceives the organization as one that nurtures benevolent OEC behaves in a manner considered to be oriented towards common interest and well-being. As a result, the focal employee is likely to strive to maximize the utility of the social community in which she or he is embedded. On the other hand, organizations that nurture a principled OEC induce individual behaviors of compliance with the rules and norms of conduct that have been formally or informally established within the organization. Finally, employees in organizations from which an egoistic OEC stems, engage in behaviors driven by self-interest. Contrary to the employees that perceive a benevolent OEC, these are driven by instrumental considerations in terms of maximizing their utility. This threefold distinction has obtained wide acceptance in the academic literature, and several authors have called for the study of the simultaneous effects of the three types of OEC (e.g. Mayer, 2014).



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کلمات کلیدی:

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