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Advances in Social Sciences Research Journal – Vol. 10, No. 1

Publication Date: January 25, 2023

DOI:10.14738/assrj.101.13799.

Zimmerman, G. A., Munteanu, R., Walker, A., Buresh, D., & Domingo, A. (2023). Differential Impact of the Perception of Ethical

Climates upon Job Satisfaction Among Different Types of Employees. Advances in Social Sciences Research Journal, 10(1). 167-175.

Services for Science and Education – United Kingdom

Differential Impact of the Perception of Ethical Climates

upon Job Satisfaction Among Different Types of Employees

Dr. Glenn A. Zimmerman

Touro University Worldwide

Dr. Radu Munteanu

Touro University Worldwide

Dr. Andress Walker

Touro University Worldwide

Dr. Donald Buresh

Touro University Worldwide

Dr. Aldwin Domingo

Touro University Worldwide

ABSTRACT

The main objective of this current research study is to examine if there are any

differences between cis male and cis female employees, between managers and

non-managers/subordinate employees, and between full and part-time workers in

terms of their perceptions of organizational ethical climate and their self-reported

job satisfaction. The research collected data from 140 participants. The research

study found a statistically significant predictive effect regarding perception of

workplace ethical climates scores upon the self-reported job satisfaction scores

across all participants regardless of gender, employment status (full-time and part- time employees), and employment level (managers/supervisors and non- managers/subordinate employees). Another key research finding is that the self- reported job satisfaction scores predicted by the variance in the perception of

workplace ethical climates scores among the managers/supervisors are over

double the predictive value as compared to non-managers/subordinate employees.

Keywords: Ethical climates, job satisfaction, ethics, differential statistics, males and

femailes, full and part-time workers, managers and non-managers

INTRODUCTION

An ethical climate includes several dimensions of self-interest, company profit, efficiency,

friendship, team interest, social responsibility, personal morality, rules and standard operating

procedures, and laws and professional codes (Trevino et.al., 2000). Just as ethical culture can

be viewed as a subset of organizational culture, the ethical climate is an outgrowth of work done

on organizational climate. Some studies show that an organizational ethical climate can have

an inhibitory effect on employees’ unethical behavior (Lee & Ha-Brookshire, 2018). However,

existing research generally examined the organizational ethical climate in a holistic manner,

but it is important to consider that differently-oriented organizational ethical climates would

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Advances in Social Sciences Research Journal (ASSRJ) Vol. 10, Issue 1, January-2023

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have differential effects on the unethical behavior of employees. As an important part of an

organizational ethical climate, ethical climate rules focus on organizational rules and order and

research findings have indicated that ethical climate rules have been able to restrain

employees’ unethical behaviors (Barnett & Vaicys, 2000).

To better understand the relationship between an organization’s ability to create a positive

ethical environment and how this environment would impact job satisfaction, there must first

be an understanding of the various motivational variables and hygiene factors that were first

introduced and documented by Frederick Herzberg during the late 1950’s (Herzberg, Mausner,

& Snyderman, 1959). The findings of Frederick Herzberg provide researchers with a more

detailed understanding of the job satisfaction of employees by examining the motivational

factors or variables that can satisfactorily motivate workers. This theory also identifies hygiene

factors that also can be related to the non-satisfaction of workers and can lead to dissatisfied

employees within an organization (Herzberg, Mausner, & Snyderman, 1959). By understanding

both motivational factors and hygiene factors such as supervision, policy, and standards, there

can be a better understanding of some of the complexities and variables of an ethical climate

and how it can help to create job satisfaction among workers.

One of the earliest research studies examining the impact of the perception of an ethical climate

in the workplace was conducted by Satish Deshpande in 1996. Research conducted by

Deshpande (1996) tried to understand how an organization’s ethical environment impacts

worker job satisfaction. This prior study also develops a baseline understanding of what is

considered an ethical climate as the variables of professionalism, caring, rules, instrumental,

efficiency, and worker independence were examined in the research study. These variables

create an understanding of an overall ethical environment. Job satisfaction for the study was

identified by pay, promotion, worker, manager, and work satisfaction (Deshpande, 1996). Both

ethical climate and job satisfaction variables identified in this research study provide a greater

understanding of the types of ethical climates that often are established within any

organization; a better understanding of the different components that have to do with job

satisfaction; and lastly how different organizational ethical climate types have a dramatic

impact on job satisfaction (Deshpande, 1996). The main findings from this prior study showed

that an ethical climate could have many varying types (Deshpande, 1996). The most referred

type of ethical climate within the study by Deshpande’s (1996) findings was around

professionalism. In contrast, the most uncommon trait for an ethical climate appeared to be

related to workplace or task-related efficiencies (Deshpande, 1996). Another important

component that helps to understand an ethical climate and job satisfaction was the result that

most managers found their work to be more critical to job satisfaction as compared to their

salaries.

This prior study also concluded that having a code of conduct and ensuring that workers follow

legal and ethical organizational requirements also play a profound impact in creating the ability

for job satisfaction (Deshpande, 1996). Lastly, the most negative component related to a

workplace or organizational climate identified was the understanding that an instrumental

climate where workers feel they must protect their self-interests can often create poor job

satisfaction within their workplace environment.