Manager Ethical Behaviour and Employee Affective Commitment

Department Of Management, Niger Delta University Wilberforce Island, Amassoma ,Ekeuwei, Augusta

doi:10.47191/ijsshr/v5-i3-10

Department Of Management, Niger Delta University Wilberforce Island, Amassoma , Ekeuwei, Augusta

Open Access

https://doi.org/10.47191/ijsshr/v5-i3-10

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Abstract

The influence of manager behaviour on employee positive work behaviour has sought empirical evidence against the backdrop of robust conceptual and theoretical positions on the subject. Considering this debate, this study examines empirical relationship between manager ethical behaviour and employee affective commitment among SMEs operators in Port Harcourt. The study conducted based on positivist philosophy had used the validated and reliable survey instrument to obtain data from a sample of 143 respondents. The data obtained were analyzed using the Pearson Statistic and multiple regression. The co-efficient obtained shows a positive relationship between manager ethical conduct and employee affective commitment. The regression result indicates that up to 68% of the variance in the employee affective commitment construct is predicted by manager ethical behaviour and integrity and accountability components have the highest impact on employee affective commitment. Conclusively, manager ethical behaviour, correlates with employee affective commitment, therefore, it is recommended that manager should show integrity and accountability as a means of attracting commitment through the confidence reposed in managers known for doing the right things

Highlights

Organizations are getting more involved in initiating work modes and practices that will activate employee commitment but will deepen employee passion for attaining work goals (McKenzie, Podsakoff & Fetter, 1993; Scheweizer & Koch, 2001; Huei, Mansor & Tat, 2014)
The primary objective of this study is to examine the empirical relationship between manager ethical behaviour and employee affective commitment
The findings of this study contribute to the body of knowledge by showing that manager ethical behaviour has a relationship with employee affective commitment

Summary

Introduction

Organizations are getting more involved in initiating work modes and practices that will activate employee commitment but will deepen employee passion for attaining work goals (McKenzie, Podsakoff & Fetter, 1993; Scheweizer & Koch, 2001; Huei, Mansor & Tat, 2014). The commitment scale according to Allen and Meyer (2000) is considered affective where employees consider as peripheral individual interest and make central the goals of the organization expresses functional behaviour that is critical to goal attainment. Literature suggests that employees self-sacrificial gestures are often initiated as reciprocal norms resulting from either psychological empowerment for tasks and structural configuration at work, resource availability or clarity of vision amongst others (Youseff, 2000; Zangaro, 2001; Tayyeb & Riaz, 2004; Lefkowitz, 2007). Ample theoretical evidence suggest that manager ethical behaviour influence individual employee behaviour especially as it relates with commitment to work goals (Hannah et al, 2008; DeWit, 2013; Huang & Peterson, 2017). Ethical behaviour by managers enable their psychological feeling to live in the employee life world thereby understanding their critical perspectives and experiences

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