Workplace Ethics And Employee Commitment of Oil Servicing Firms In Nigeria

  • Ayi Godwin Odu Department of management, faculty of management sciences, university of Port Harcourt, Rivers state, Nigeria
  • Omonkhalen Joseph Akhigbe 2 Department of management, faculty of management sciences, university of Port Harcourt, Rivers state, Nigeria
Keywords: Civility, Integrity, Trustworthiness, Affective Commitment, Continuance Commitment

Abstract

This study investigated the relationship between workplace ethics and employee commitment in oil servicing firms in Nigeria. Workplace ethics was the study predictor variable which was operationalized into three dimensions namely: trustworthiness, integrity and civility. The criterion variable was employee commitment with measures as affective and continuance commitments. We adopted the cross sectional design technique and data collected was further analyzed using the spearman’s ranked order correlation coefficient. The population of the study was made up of all the oil servicing companies in Port Harcourt and the population size was 342 employees of 4 selected Oil servicing firms. The sample size of 184 was derived. A total of 160 questionnaire were retrieved out of which 150 valid questionnaire were used for the analysis, representing 82 percent. The results indicated that a significant association exists between civility, trustworthiness, integrity and measures of employee commitment, and that culture moderated the influence of workplace ethics and employees’ commitment. Based on the study findings, it was concluded that trustworthiness, integrity and civility have significant effect on employees’ commitment to the organization. It was recommended that managers in Oil servicing firms should instill ethical values in the workplace in order to stimulate employee commitment. Finally, contribution to knowledge was proffered and suggestions for further studies to investigate how workplace ethics relate with employee satisfaction and turnover rate recommended.

References

1. Cohen. Organizational commitment and turnover. A meta analysis. Academy of management Journal. 1993;36(5):1140– 1157.
2. Ampomah P, Cudjor SK. The effect of employee turnover on organizations. Case study of electricity company of Ghana, Cage coast. Asian journal of Social Sciences and Management studies. 2015;2(1):21–24.
3. Dixit V, Bhati M. A study about employee commitment and its impact on sustained productivity in Indian auto-component industry. European Journal of social science. 2012;1(6):34–51.
4. Kanter R. Evolve. Boston: Harvard business school press; 2001.
5. T HD, Schneider B, Nygren HT. personal factors in organizational identification, Administrative. science quarterly. 1970;15:176–189.
6. Mowday RM, porter OLW, Sters RT. Employee organization linkages. New York: academic press; 1982.
7. Robbins SP, Judge TA, Sanghi S, S. Organization Behaviour, Pearson. Delhi: prentice Hall; 2008.
8. Meyer JP, Allen NJ. A three-component conceptualization of organizational commitment. Human resource management. review. 1991;1(1):61.
9. Lovisiky GE, K L, Trevino J, R R. assessing managers ethical decision making. An objective measure of managerial moral judgment. Journal of Business ethics. 2009;3(228 – 263).
10. Kumari N, Afroz N. The impact of affective commitment in employees life satisfaction. Global Journal of management and business research. 2013;13(7):1–7.
11. Zverow AL, C, Syracuse C. Workplace dynamics. New York; New: readers press; 1992.
12. p Irefin, Mechanic MA. Effect of employee commitment on organizational performance in coco cola Nigeria limited Maiduguri, Borno State. IOSR Journal of Humanities and social science. 2014;19(3):33–41.
13. Becker HS. The Concept of Commitment. American Journal of Sociology. 1960;66(32 – 42).
14. Ritzer G, Trice HM. Am empirical study of Hovard Becker’s side-bet theory.Social. Forces. 1969;47(4):475–478.
15. Ghosh S, Swanji DR. a literature review on organizational commitment. A comprehensive summary.SayaniGhash. inter- national journal. 2014;4(12):4–14.
16. A M, Wallance HR. Personal Development for life and work. New: Delhi;Cengage learning; 2011.
17. Jones C. As if business ethics were possible within such limits. Organizaion. 2003;2(223 – 248).
18. Six FE. Trust and trouble, building interpersonal trust within organization. Rotterdam: Erasmus research institute of management; 2004.
19. Meyer RC, Davis JH, Schorman FD. An integrated model of organizational trust, Academy of management. review. 1995;3(703 – 734).
20. Hardin R. Trust and trustworthiness, Russell sage foundation series of trust. New York: Russell sage foundation; 2002.
21. Lane C. introduction; theories and issues in the study of trust in. Oxford: Oxford University press; 1998. .
22. Wele EC. Workplace ethics and employee involvement practices among maritime workers in Lagos and Rives State. An unpublished doctorial dissertation. University of Port Harcourt, Port Harcourt; 2016.
23. Dobel JP. public integrity. Baltimore: John Hopkins university press; 1999.
24. Fryxell GE, Dooley RS, Li W. The role of trustworthiness in maintaining employee commitment during restricting in China. Asia pacific. Journal of. 2004;21(4):515–533.
25. Sabolainen T, Hakkinen S. to lead. Trustworthiness and its impact on leadership.Technology innovation management review; 2011.
26. Anderson LM, Pearson CM. Tit for tat/ the spiraling effect of incivility in the workplace, Academy of management. review. 1999;24:452–457.
27. Sypher GMJ, D B. workplace incivility and organizational trust in organizational communication process, consequences and constructive ways of organizing. Journal and Management. 2009;10(4):74.
28. P LM, Maslach C. the impact of interpersonal environment on burnout. Organizational behavior. 1988;9(297 – 308).
29. Samra JG, M S, M, Bilsker D. Civility and respect. Vancouver, Centre for the applied research in mental health and addiction; 2012.
30. Dowden C. Civility matters! An evidence-based review on how to cultivate a respectful federal public service; 2015.
31. Sliter M. What is workplace inavility, why should we care, and what should we do? India: HR zone glossary; 2015.
32. Clark CM. Creating and sustaining civility in nursing education, Indian, apolis, sigma theta tau international publishing; 2013.
33. Post P. fine steps to workplace civility. post institute; 2017.
34. Klein HJ, Beeker TE, P MJ. Commitment in organizations: accumulated wisdom and new directions. New York: Routledge/Psychology press; 2009.
35. Lee CC, Chen CJ. The relationship between employee commitment and job attitude and its effect on service quality in the tourism industry. American Journal of Industrial and Business management. 2013;3:196–2018.
36. Shahid A, Azhar SM. integrity and trust: the defining principles of great workplaces. Journal of Management research. 2013;5(4):64–77.
37. Quigley JH. Trust- an essential asst: crating individual and corporate value. The Raytheon leadership and corporate value. The Raytheon leadership in business ethics; 2007.
38. J CHE. Impact of behavioural integrity on organizational identification, management. research review. 2016;39(6):672– 619.
39. Ottinot RC. A multi-level study investigating the impact of workplace civility climate on incivility and employee well- being. Graduate thesis sand dissertation. university of South Florida; 2010.
40. Ostroff C. The relationship between satisfaction , attitudes and performance: an organizational level analysis. Journal of applied Psychology. 1992;p. 77–963.
41. Owhondan EI. employee satisfaction and turnover intention in selected oil firms in Rivers state. University of Port Harcourt. Port Harcourt; 2016.
42. Hossny EK, Qayed MH, Yoyssef HR. Effect of workplace civility, structural and psychological empowerment on newly graduate nurses’ organizational commitment at hospitals in Assiut city. IOSR journal of nursing and health science. 2015;4(6):87–95.
Published
2018-03-20
How to Cite
(1)
Odu, A. G.; Joseph Akhigbe, O. Workplace Ethics And Employee Commitment of Oil Servicing Firms In Nigeria. sslej 2018, 3, 16-24.
Section
Articles