• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.12 no.4
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• pp.201-215
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• 2017

The purpose of this study is to define the relationship between ethical management, organizational culture, and management performance in long-term care institutes for the elderly while identifying the level of ethical management, organizational culture, and management performance of caregivers and the impact and mediation of the relationships between them based on the hypothesis. The results show that caregivers in the Gyeonggi region scored 2.929 out of 5 in ethical management, 3.393 in organizational culture, 2.925 in organizational transparency and 3.185 in management performance. The levels of ethical management, organizational culture and management performance in caregivers are lower than those of welfare workers, social workers, and nursing assistants. This is due to their relatively low level of education, wages and working environment. This study determined that there is a significant relationship between variables in terms of correlation between ethical management, management performance, organization transparency, and organizational culture. Second, the authors adopted hypotheses that ethical management has a statistical effect on organizational transparency, management performance, and organization culture. Third, the authors concluded that organizational culture has a direct impact on organization transparency and there is a significant mediation effect between ethical management, organizational transparency, and management performance. Based on these results, we propose the following: First, ethical leadership at the core of ethical management. Second, awareness in organizational transparency. Third, balanced management performance. Fourth, a flexible organizational culture that can respond to ethical management environment must be established.

• International Journal of Advanced Culture Technology
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• v.9 no.3
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• pp.202-211
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• 2021

Teachers play a key role in influencing students' school lives, but many researchers have tried to improve school satisfaction in various aspects. And counselors are a special type of Chinese university teachers, and not only have the characteristics of university teachers, but also have daily administrative management functions related to students' school life. In this paper, we demonstrated the effect of college counselors' ethical leadership and authentic leadership on school satisfaction among Chinese university students. In addition, it also verified the mediating effect of organizational identification in this process. As a result of empirical analysis, ethical leadership have both positive effect on organizational identification and school satisfaction. Similarly, authentic leadership also have positive impact on organizational identity and school satisfaction. In addition, organizational Identification has a positive effect on school satisfaction. Furthermore, organizational identification has also been proven to mediate the relationship between both two types of leadership and school satisfaction. Finally, we found that authentic leadership was more influential than ethical leadership in increasing school satisfaction levels.

• The Journal of Industrial Distribution & Business
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• v.13 no.1
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• pp.1-9
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• 2022

Purpose: This study aims to find empirical evidence and clarity on the phenomenon of the direct and indirect effect of perceived behavioral control on fraud prevention through whistleblowing intention. This study also aims to understand the influence of organizational ethical culture moderating between whistleblowing intention and fraud prevention. Research design, data, methodology: The samples of this research are 236 respondents consisting of the Head of the Finance Subdivision and Head of the Reporting Planning Subdivision and the finance staff who were determined using the purposive sampling method. The data obtained were analyzed using the Structural Equation Modeling technique. Results: The study results show that perceived behavioral control positively and significantly affects whistleblowing intention. In addition, perceived behavioral control does not affect fraud prevention mediated by whistleblowing intention. Furthermore, organizational ethical culture moderates whistleblowing intention and has a positive and significant effect on fraud prevention. Conclusions: This study concludes that the phenomenon of scandal that often occurs on a television is not a habit that must be followed. It requires an active role from the community as a form of concern for whistleblowing. Futher researchers can add other construct variables, such as good corporate governance to assess the performance improvement of the organizational layers, both internally and externally

• Journal of the Korean Society of Food Culture
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• v.23 no.2
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• pp.139-151
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• 2008

The purpose of this study was to determine the empirical cause-effect relationships among business ethical values and person-organization fit, job satisfaction, turnover intent, and organizational performance within family restaurants and feeding facilities. Self-administered questionnaires were completed by 459 restaurant employees. The SPSS and Amos programs were then applied to the data to perform frequency, factor, reliability, correlation and SEM analyses. The primary results are as follows. First, business ethical values had a significant positive effect on person-organization fit. Second, person-organization fit had a significant positive effect on job satisfaction, and a significant negative effect on turnover intent. Third, job satisfaction had a significant positive effect, and turnover intent had a significant negative effect, on organizational performance. Finally, upon verifying the possible direct and indirect effects of business ethical values within family restaurants and feeding facilities, it was determined that the ethical values had significant direct and indirect effects on person-organization fit, job satisfaction, turnover intent, and organizational performance. These findings have various implications. For example, an improved in-house ethical working environment leads to greaterperson-organization fit, and having employees that feel there is better in-house ethical reliability leads to greater consistency between personal and organizational values, resulting in higher job satisfaction and ultimately organizational performance.

• International Journal of Advanced Culture Technology
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• v.8 no.3
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• pp.114-122
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• 2020

We study confirmed the effect of corporate social responsibility activities on organizational trust and job performance of organizational members and mediating effects of organizational trust among 351 members of the organization in the metropolitan area and Chungcheong area. For this, the SPSS 24.0 and AMOS 24.0 statistical packages were used to produce the following results. First, as a result of analyzing the impact of CSR activities on organizational trust of organizational members, factors of economic responsibility, legal responsibility, ethical responsibility, and charitable responsibility showed significant effects on organizational trust. Second, as a result of analyzing the relationship between the effects of CSR activities on the job performance of members of the organization, it showed a direct effect on job performance, which is a factor of economic responsibility, legal responsibility, ethical responsibility, and charitable responsibility. Third, organizational trust of organization members was analyzed as a positive factor in job performance. Fourth, it showed the mediating effect of organizational trust on the effect of corporate social responsibility activities on job performance. As a result of this study, the organizational performance and job performance of organizational members showed a direct effect on CSR activities. Therefore, the CSR activity is important as it is a key factor to advance the organizational trust and job performance, which is the company's sustainable management system.

• The Journal of the Korea Contents Association
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• v.22 no.9
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• pp.531-543
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• 2022

This study aims to examine the mediating effects of ethical leadership and the moderating effects of organizational culture in relation to the impact of public service motivation on innovative behavior by public officials. This research utilizes data from the 2021 Public Employee Perception Survey conducted to public officials by the Korea Institute of Public Administration. Public service motivation had a positive effect on innovative behavior and ethical leadership, while ethical leadership had a positive effect on innovative behavior. In addition, ethical leadership mediated the relationship between public service motivation and innovative behavior. Under organizational culture, hierarchical and innovative cultures exhibited moderating effects. The policy and practical implications of these findings are as follows. First, it is important to build ethical leadership in order to retain the national competitiveness of public officials and encourage innovative behaviors that can adapt to changes at public organizations. Second, the competition rate for public service examinations has fallen recently. This may be interpreted as an unfavorable perception of public service bureaucracy among the MZ generation. Consequently, in line with the changing times, the organizations of public officials must adopt to a future-oriented, innovative culture. Third, it is necessary to explore alternative methods for developing an innovative culture, such as giving greater flexibility and autonomy through transfer of authority to public officials who address the public directly.

• International journal of advanced smart convergence
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• v.9 no.1
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• pp.121-131
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• 2020

We study empirically analyzes the relationship between the leadership styles and management strategies of executives perceived by members of small and medium venture companies through organizational performance through SPSS 24.0. The empirical results are as follows. First, the hypothesis that the strategic leadership of the one-level management team had a significant influence on the management strategy showed that strategic leadership (strategic direction, strategic control, maintaining effective organizational culture, ethical management, human resource development, competency development) The relationship between positive cost, strategy of differentiation, and strategy of concentration was positive. Second, the hypothesis 2 management strategy (cost advantage strategy, differentiation strategy, centralization strategy) was statistically significant for both organizational performance (financial performance and non-financial performance). Therefore, management strategy implemented by management acts as a factor to improve organizational performance. Therefore, the execution ability of management strategy should be strengthened. Third, hypothesis 3 (Strategic Direction, Strategic Control, Maintaining Effective Organizational Culture, Ethical Management, Human Resource Development, Competency Development) could be identified as an important role factor for financial and non-financial performance. The organizational performance of SMEs has been a key factor in the strategic leadership and management strategy implemented by management. Therefore, the establishment and implementation of various practical measures to upgrade this were continuously required.

• The Journal of Industrial Distribution & Business
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• v.14 no.11
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• pp.19-25
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• 2023

Purpose: Prior studies regarding ethical management on worker's performance have primarily focused on specific industries or regions, potentially limiting the generalizability. This gap in knowledge underscores the need for a comprehensive investigation that considers a diverse range of industries and thoroughly examines the multifaceted aspects of ethical management. Research design, data and methodology: The academic search platform used for this study was 'Google Scholar', 'Scopus', and 'Web of Science' indexes various scholarly articles, including peer-reviewed journals and books. By utilizing specific search terms such as "corporate ethical management" and "employee performance," a vast pool of relevant studies was identified. Results: The findings indicated four effects: first, a positive correlation between ethical management practices and heightened employee motivation and engagement; second, an augmentation in organizational commitment and job satisfaction among employees; third, a reduction in turnover rates, indicating enhanced employee retention; and fourth, an elevation in overall productivity and performance outcomes. Conclusions: In sum, this study offers actionable insights, advocating for adopting and reinforcing ethical management strategies as a potent means to foster a high-performance work culture. These encompass fostering a robust ethical framework, cultivating a culture of transparency and open communication, and providing avenues for employees to voice ethical concerns without fear of retribution.

• The Journal of the Korea Contents Association
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• v.19 no.10
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• pp.487-510
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• 2019

The purpose of this study is to examine the impact of Ethical Leadership on job engagement, organizational commitment and unethical pro-organizational behavior and to analyze the dual mediation effect of job engagement and organizational commitment. We used 565 questionnaires collected by members in domestic companies. The result of the analyses are as follows: First, Ethical Leadership has no positive effect on unethical pro-organizational behavior. Second, in the relationship between Ethical Leadership and unethical pro-organizational behavior, job engagement does not play a mediating role, but organizational commitment plays a mediating role. Third, in the relationship between Ethical Leadership and unethical pro-organizational behavior, job engagement and organizational commitment play a dual mediating role. The theoretical implication is that this study once again confirmed the behavior patterns such as cognition, emotion, attitude and behavior of members in the organization. In addition, this study can contribute to theoretical expansion by explaining that these behavior patterns are identified by social exchange theory. The practical implication is that this study confirmed that members in the actual management field are willing to perform unethical pro-organizational behavior in order to achieve the organization's goal efficiently and effectively. Therefore, it is suggested that active efforts should be made to recognize these negative influences and possibilities at the organization level and to create a clean and fair organizational culture and environment that everyone can recognize at the social level.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.11
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• pp.519-528
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• 2020

This paper aims to synthesize and identified several constraints of the research literature about whistleblowing and its impact on the organizations from the human resource and organizational behavior point of view. The importance of study concerning whistleblowing is an important trend in this today fraudulent world, however to our knowledge an integrative review in this sense is limited. By looking at the impact of whistleblowing act in collectivist culture, especially from the Asian perspective would give an impact to the development of the studies in the future. This review using an integrative review with the distribution of databases including Sciencedirect, EBSCO, JSTOR and soon using several terms including whistleblowing and collectivist of research published during 2003 to 2018. Thirty five papers were identified, analyzed, and capturing data of research located in several Asian countries such as China, India, Indonesia, Malaysia, South Korea, Thailand and Turkey. The findings of this review reveals that despite a positive trend of whistleblowing research in collectivist culture, the importance to increase human resource and organizational behavior aspects also lead to positive ethic climate in organization. Human resource and organizational behavior aspects to be found have a significance role in creating ethical culture in the organization.