MORALITY AND EMPLOYEE ENGAGEMENT IN ORGANIZATIONS

Authors

  • Tamunomiebi Miebaka Dagogo Rivers, State University,
  • Mills Bamidele Roseline Rivers State University

DOI:

https://doi.org/10.47672/ejh.454
Abstract views: 441
PDF downloads: 365

Keywords:

Morality, Employee Engagement, Organizations

Abstract

This study examined the relationship between morality and employee engagement in an organization. The approach adopted is theoretical as it assesses based on extant literature. The result of the study revealed that sound empirical conduct or moral behavior at work improves employee engagement and brings about organizational growth. Also, an improvement in workplace morals and ethical behavior improves employee engagement. Therefore, for the firm to upscale productivity, the organization should drive engagement through an objective ethical and moral behavior at work. It is recommended that management of organizations should have sound morals and ethical behavior, this will improve engagement. Again, organizations should put in place robust corporate governance system, this will guide workplace behavior and morals

Downloads

Download data is not yet available.

Author Biographies

Tamunomiebi Miebaka Dagogo, Rivers, State University,

 

 

Department of Management, Faculty of Management Sciences, Rivers, State University,

 

 

 

 

Mills Bamidele Roseline, Rivers State University

 

Doctoral Candidate Department of Management, Faculty of Management Sciences, Rivers State University,  

 

References

Adeyeye, J.O., Adeniji, A.A., Osinbanjo, A.O. &Oludayo, O.A. (2015).Effect of workplace ethics on employees and organizational productivity in Nigeria. Journal of Business Management, 10(4), 12-20

Agha, N.C., Nwekpa, K.C. &Eze, O.R. (2017). Impact of ethical leadership on employee commitment in Nigeria – a study of Innoson technical and industrial company limited Enugu, Nigeria. International Journal of Development and Management Review, 12(1), 202-212.

Alfes, K., Truss, C., Soane, E. C. Rees, C &Gatenby M. (2010).Creating an engaged workforce. London: Melcrum Publishing.

Asthana, A. (2010). They don’t live for work – they work to live. The Guardian. Retrieved online at http://ww.guardian.co.uk 10/09/2019.

Cartwright, S. & Holmes, N. (2006). The meaning of work: The challenge of regaining employee engagement and reducing cynicism. Human Resource Management Review, 16(10), 199-208

Catteeucu, F., Flynn, E. &Vanderhorst, J. (2007). Employee engagement: Boasting productivity in turbulent times. Organization Development Journal, 25(2), 151-157

Cohen, T.R., Panter, A.T., Turan, N., Morse, l.A.& Kim, Y. (2014). Moral character in the workplace.Journal of Personality and Social Psychology, 20(12), 1-28

Eldor, L. &Harpaz, I. (2016). The nature of learning climate in public administration: A cross-sectorial examination of it’s relationship with employee job involvement, proactivity, and Creativity, The American Review of Public Administration, 37, (2) 213-235.

Hough, C., Green, K. &Plumlee, G. (2016).Impact of ethics environment and organizational trust on employee engagement.Journal of Legal, Ethical and Regulatory Issues, 18(3), 45-57.

Joo, B. K., Yang, B., & McLean, G. N. (2014). Employee creativity: the effects of perceived learning culture, leader–member exchange quality, job autonomy, and proactivity. Human Resource Development International, 17(3), 297-317.

Katzenbach, J.R., (2003). Why pride matters more than money: New York: Random House.

Kaptein, M. (2015).Workplace morality: Behavioural ethics in organizations. retrieved online at http://www.researchernet 27/09/2019

Martin, K. D. & Cullen J. B. (2006). Continuities and extensions of ethical climate theory: A meta-analytic review, Journal of Business Ethics, 1(69), 175–194.

Muafi, J. (2011). Causes and consequences of deviant workplace behaviour.InternationalJournal of Innovation Management and Technology, 2(2), 123-126

Muhammad, A., Qing, M., Hwang, J. & Shi, H. (2019). Ethical leadership, affective commitment, work engagement and creativity: Testing a multiple mediated approach. Sustainability, 11(4), 2-6.

Obasi, C.A. (2003). Organizational behaviour: Concepts and applications. Lagos: Malthous Press Limited.

Pattison, S. & Edgar, A. (2011).Integrity and the moral complexity of professional practice.Nursing Philosophy, 12(2), 94-106.

Qui, T. &Peschek, B.S. (2013). The effect of interpersonal counterproductive workplace behaviours on the performance of new product development teams.American Journal of Management, 12(1), 15-32.

Robertson-Smith, G. and Marwick, C. (2011). Employee Engagement – A review of current thinking, Brighton: Institute for employment studies. Retrieved from: http://www.nhsemployers.org

Safikhani, R. (2016). The relation between morality and organizational commitment of the teachers with the training quality level of students in the city of Tehran girls secondary schools. The International Journal of Indian Psychology, 3(4), 24-29.

Stoner, J.A.F., Gilbert, D.R. &Freemana, R.E. (2013).Management, 6th edition. New Delhi: Dorling Kindersley (India) PVT limited.

Wellins, R.S., Bernthal, P. & Phelps, M. (2015). Employee engagement: The key to realizing competitive advantage. Retrieved online at http://www.ddiworld.com 28/09/2019

Wong. D.B., (2011). Relativist explanation of interpersonal and group disagreement in S.D. Hales (ed.), A Companion to Relativism, 4(11), 27–29.

Downloads

Published

2020-07-24

How to Cite

Dagogo, T. M., & Roseline, M. B. (2020). MORALITY AND EMPLOYEE ENGAGEMENT IN ORGANIZATIONS. European Journal of Human Resource, 4(1), 1 - 9. https://doi.org/10.47672/ejh.454

Issue

Section

Articles