Ethical Values & Organizational Image:

Islamic Perspective

Introduction
Ethics is a branch of philosophy which seeks to address questions about morality, such as
what the fundamental semantic, ontological, and epistemic nature of ethics or morality is
(meta-ethics), how moral values should be determined (normative ethics), how a moral
outcome can be achieved in specific situations (applied ethics), how moral capacity or
moral agency develops and what its nature is (moral psychology), and what moral values
people actually abide by (descriptive ethics).

The Islamic religious perspective warrants considerable importance in the field of global
business ethics for five reasons. First, Islam provides a framework that shapes the moral
and ethical behavior of a growing number of Muslim consumers around the globe. These
consumers constitute about one quarter of the total world population and represent a
majority in more than 50 countries. Second, an increasing number of Muslim countries
represent some of the most affluent consumers in the world. Islamic financial institutions,
for example, manage or control funds worth around $60 billion (De Belder, 1993). Third,
there has been an increasing level of foreign investment in Muslim countries over recent
years. Fourth, there is a growing momentum towards the formation of a Muslim trading
block. And fifth, the current political mood indicates that there appears to be a definitive
push towards greater Islamisation of countries where Muslims are in the majority (e.g.
Egypt, Algeria, Pakistan, Sudan, Afghanistan to name but a few) in the form of a return
to the application of the Islamic law (Shari’ah) to all facets of life and thought.

Business ethics may be understood as ‘how personal moral norms

apply to the activities and goals of commercial enterprise’ (Nash, 1993:
5). Business and personal decisions need to be ethical because they
affect guests, employees, suppliers, friends, and families (Peceri,
1997). The goal of any ethics code is to create an environment
conducive to ethical behavior, because it is through ethical behavior
that guests’ needs will be met or exceeded, and the organization will
profit (Hogan, 1992). Creating ethical workplaces requires dealing with
the differences in standards within the workforce (Kapoor, 1991).
Ethical people are concerned for others and live their lives according to
the
highest level of human principles (Fisher, 1998). Codes of ethics have
been criticized for being too generic and platitudinous, and without
power to reward and punish, they are often ineffective (Malloy &
Fennell, 1998).
Luckily, in the world of business ethics, your employer helps you. In a nutshell, their
values are your values (in the context of work). Your freedom to choose your own ethical
values is somewhat limited. Considering the rash of corporate scandals these days, the
thought of following the corporation's values might not be too comforting. Problem:
Whose or what values can you trust? (Mark S. Putnam, 2001)

You can have professional ethics, but you seldom hear about professional morals. Ethics
tend to be codified into a formal system or set of rules which are explicitly adopted by a
group of people. Thus you have medical ethics. Ethics are thus internally defined and
adopted, whilst morals tend to be externally imposed on other people.

Ethics is at the heart of good management (Friedman & Friedman, 1988). Ethical
management is reflected in the way employees are treated and influences how they
perform their jobs (Waddock & Smith, 2000). When organizations operate ethically, they
can develop reputations for being reliable, trustworthy and conscientious. This reduces
transaction cost and increases customer loyalty (Wong & Snell, 2003). Hospitality
managers are personally accountable for the ethical quality of their
decisions as well as those of their subordinates (Van Hoof, McDonald,
Yu, & Vallen, 1996).

Professional organizations will often have codes of ethics for their

memberships to enhance the reputation of the particular industry and
to reduce outside regulation (Weinstein, 1993). Younger employees
need particular attention in terms of their higher tolerance for
unethical behaviors, and ethical training is strongly recommended for
all employees (Wong, 1998). According toWiener & Vardi (1990)
culture is defined as a system of shared values which produce
normative pressures on members of organization. Ethical context and
organizational commitment Organizational commitment is commonly defined as
employees' interest in and connection to an organization (Hunt et al., 1989; Meyer and
Allen, 1997; Mowday et al., 1979). Employees who are committed to their firms "tend to
identify with the objectives and goals of their organizations and want to remain with their
organizations" (Hunt et al., 1989, p. 81).

The quality of the production process is of a paramount concern in Islamic ethics. The
Qur’an declares that pursuance of safe and high quality ideals is one aspect of actualizing
safe and reliable products and services for the customers (Al-Qur’an 2:172,7; 7:160;
20:81; 2:168; 5:88; 8:69; 16:114; 23:51; 5:4; 5:5; 7:157). In some of these Qur’anic
verses the phrase “Eat pure things,” precedes “do righteous deeds.” Put simply, these
phrases are meant to impress and emphasize the principle that righteous deeds are
meaningless without purity in matters pertaining to production, consumption, and
marketing of pure and lawful products and services.

Ethics is not definable, is not implementable, because it is not conscious; it involves not
only our thinking, but also our feeling (Valdemar W. Setzer; 1942). Research shows that
individuals and organizations are adversely affected when commitment is low (Randall,
1987), and that both benefit when commitment is high. Organizational commitment is
associated with increased satisfaction (Hunt et al., 1985), performance (Morris and
Sherman, 1981), and organizational adaptability (Angle and Perry, 1981), as well as
decreased absenteeism (Hammer et al., 1981) and employee turnover (Abelson, 1983).

Ethical Values such as honesty, integrity, responsibility, trust, team work, leadership,
organization citizenship, they all have a great impact on the image on any organization.

Corporate ethical values are considered to be the composition of the individual ethical
values of managers and both the formal and informal policies on ethics of the
organization

If you want to change the culture, you will have to start by changing the organization.
(Mary Douglas; 1985).Ethical context and organizational commitment Organizational
commitment is commonly defined as employees' interest in and connection to an
organization (Hunt et al., 1989; Meyer and Allen, 1997; Mowday et al., 1979).
Employees who are committed to their firms "tend to identify with the objectives and
goals of their organizations and want to remain with their organizations" (Hunt et al.,
1989, p. 81). . According to Schein (1985), corporate values, as a major dimension of a
corporate culture, define the standards that guide the external adaptation and internal
integration of organizations. Organizations prefer having trustworthy employees–ethical
employees, and because traditional values have become less prevalent, written codes of
ethics may be necessary (Beasley, 1995).

Organizational image very much depend on ethical values. If employees are practicing
ethical values & norms within the organization, it will affect the overall performance of
the organization. We can also say that ethics are the rules & regulations. If there are some
well defined boundaries for the employees, it’s easy for them to work. Positive
reinforcement should also be done. For this purpose some organizations also arrange
some business ethics trainings for their employees. Sometimes organizations also need
negative reinforcement. The purpose is to stop employees for using unethical values.

Giving importance to business ethics, therefore, is a core issue in employee workplace

effectiveness. As Peters & Waterman (1982) pointed out in their study of excellent
companies, nearly all the superior performance firms have at the core a well-defined set
of hared values, particularly ethical values (Hunt et al., 1989). Ethic codes are utilized in
an attempt to develop ethical contest (Cassell et al. 1997; Hunt et al. 1989; Sims 1991).
Research shows that individuals and organizations are adversely affected when
commitment is low (Randall, 1987), and that both benefit when commitment is high.
Organizational com mitment is associated with increased satisfaction (Hunt et al., 1985),
performance (Morris and Sherman, 1981), and organizational adaptability (Angle and
Perry, 1981), as well as decreased absenteeism (Hammer et al., 1981) and employee
turnover (Abelson, 1983).

There is reason to believe that the presence of codes may strengthen employees
perceptions of an organizational ethical values and practices. The existence of ethic codes
that formalize organizations ethical values should positively influence sales professionals,
perceptions organization’s ethical values. The level of organizational commitment was
associated with their perception of their organization’s ethical values. Ethic codes
represent a formalization of organization’s concern with ethical behavior.

Individualism and uncertainty avoidance are positively associated with firm’s ethics,
whereas masculinity and power tend to be negatively associated ( Gnyawali, 1991;
McGrath et al, 1992). perceived management styles, ethical precepts and problem-solving
expectations, suggests even percolate into the wider society, and may be identified among
secondary school students and those individuals within the school-work transition
process. Emsler (1995). According to Schein (1985), corporate values, as a major
dimension of a corporate culture, define the standards that guide the external adaptation
and internal integration of organizations. most managers are more inclined to
respect and prefer laws when making difficult ethical decisions, and often
trample their own values in business when no laws apply (Whitney, 1990). Professional
organizations will often have codes of ethics for their memberships to enhance the
reputation of the particular industry and to reduce outside regulation (Weinstein, 1993).

After identifying ethical issues through their environmental scanning system, managers
must integrate the issues within their personal ethical framework. This step assumes that
managers' personal ethical frameworks agree with the ethical frameworks of their
organization. If managers' ethics conflict with their organizations', there is a difficult
conflict: managers must decide to compromise their personal ethics, leave their
organizations or change their organizations' ethics. Changing the ethics is much easier if
managers are at a high organizational level, with direct influence on the organizational
values and policies.
One of the most consistent findings in research on ethical decision-making is that
individuals tend to view themselves as more ethical than peers, co-workers, supervisors,
and others that they know (Ford and Richardson, 1994). Recognizing the potentially
substantial implica tions of this phenomenon, Messick and Bazerman (1996) warned that
an individual's perception that he or she is more ethical than others might characterize
that individual's atti tudes about.

Person-organization fit is considered a key part of organizational selection and is

generally defined as "the compatibility between individ uals and organizations" (Kristof,
1996, p. 3). Person-organization fit can be based on the congruity between personal and
organization beliefs (Netemeyer et al., 1999; O'Reilly et al., 1991) or individual and
company goals (Kristof, 1996; Vancouver et al., 1994). The degree of fit can also depend
on how well a firm supports employee needs (Cable and Judge, 1994; Turban and Keon,
1993) or on how appropriately the personality of an individual fits the company.
Organizational commitment is commonly defined as employees' interest in and
connection to an organization (Hunt et al., 1989; Meyer and Allen, 1997; Mowday et al.,
1979).

In recent years, the issue of business ethics has garnered increased attention. Corporate
research and watchdog groups such as the Ethics Resource Center and the Council on
Economic Priorities point out that the number of corporations that engage in ethics
training and initiate socially responsive programs has increased dramatically over the
course of the past two decades, and that courses on business ethics have proliferated in
America's business schools during that time as well.
Employees who are committed to their firms "tend to identify with the objectives and
goals of their organizations and want to remain with their organizations" (Hunt et al.,
1989, p. 81). Research shows that individuals and organiza tions are adversely affected
when commitment is low (Randall, 1987), and that both benefit when commitment is
high. Organizational com mitment is associated with increased satisfaction (Hunt et al.,
1985), performance (Morris and Sherman, 1981), and organizational adaptability (Angle
and Perry, 1981), as well as decreased absenteeism (Hammer et al., 1981).
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(2:167–168), (102:8), (100:8), (3:14), (43:19,80), (33:19, 58), (58:17–19), (83:26),
(2:172,7), (7:160), (20:81), (2:168), (5:88), (8:69), (16:114), (23:51), (5:4), (5:5), (7:157).
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Literature Review
Previous research concerning the relationship between ethics codes and ethical behavior
in the workplace has yielded mixed results. Little is known about the process by which an
ethics code might influence employees' ethical decisions (Schwartz, 2001). We suggest
that unless ethics codes influence the perceptions of employees about the ethical values
of their organizations, that the codes are unlikely to positively impact behavior.
Employees' beliefs about their employers' ethical values appear to be just as important, if
not more important, than the "objective reality" of organizations' values, since research
indicates that it is employees' perceptions of the organizational context that influences
their ethical decision-making (Akaah and Lund, 1994; Barnett and Vaicys, 2000; Weaver
et al., 1999). as people becoming more aware of corporate responsibility, fair dealing,
integrity and other higher qualities they will be willing and eager to involve themselves in
mutual business dealings (al-Razi, 1985).

Ethics is at the heart of good management (Friedman & Friedman, 1988). Ethical
management is reflected in the way employees are treated and influences how they
perform their jobs (Waddock & Smith, 2000). When organizations operate ethically, they
can develop reputations for being reliable, trustworthy and conscientious. This reduces
transaction cost and increases customer loyalty (Wong & Snell, 2003).

Giving importance to business ethics, therefore, is a core issue in employee workplace

effectiveness. As Peters & Waterman (1982) pointed out in their study of excellent
companies, nearly all the superior performance firms have at the core a well-defined set
of shared values, particularly ethical values (Hunt et al., 1989). When the ethical
standards/values of an organization are widely shared among its members, organizational
success will be enhanced in the long run (Keeley, 1983; Badovick & Beatty, 1987).

Singhapakdi et al. (1995) also empirically established that corporate ethical values
positively influence a marketer’s perceptions of the importance of ethics and social
responsibility in achieving organizational effectiveness.

When employees believe that the organizations for which they work have strong ethical
values, they appear to be more likely to engage in ethical behavior. Because we believe
that ethics codes largely affect behavior through their impact on employee perceptions of
the organizational context, our study was designed to assess whether the simple existence
of ethics codes affected perceptions of organizations' ethical values. Committed
employees generally feel a connection to company values (Schwepker & Good, 1999).
Valentine et al. (2002) revealed a strong relationship between corporate ethical values
and individual employee’s organizational commitment. An examination of 1246
marketing professionals (managers and researchers) revealed that corporate ethical values
are significant substantive predictors of organizational commitment (Hunt et al., 1989).
Sims (1991) explained that an ethical context is developed by ‘managin the psychological
contracts between the organization and its employees, reinforcing the employee’s
organizational commitment and encouraging an ethically-oriented organizational culture’
(Sims, 1991: 495). Also, in their studies, Somers (2001) and Okpara (2003) suggested
that the presence of corporate ethical values were associated with high levels of
organizational commitment.

If the existence of ethics codes contributes to employees' perceptions that their

organizations value ethical behavior, then the codes might have the potential to positively
influence employees' ethics related behavior. Our study found a modest, but significant,
effect of ethics codes on two distinct measures of organizations' ethical values, after
controlling for several relevant personal and situational factors. The advancement of
ethics codes may lead to more ethical company beliefs and standards (Sims, 1991). Codes
may operate to improve perceptions of ethical values by "nurturing marketing
practitioners' realization of the important roles of ethics and social responsibility as
determinants of business success" (Singhapakdi, 1999, p. 96). It is also possible that
organizations with ethics codes are more successful in socializing employees so that they
"internalize" the values of the organization. Further, since we asked for respondents'
perceptions of their organizations' ethical values, it is conceivable that the ethics code
might serve as a form of "impression management" that leads employees to believe their
employers care about ethics regardless of the reality. Our study was not designed to
address these alternative explanations of the findings but future research could address
them. Another aspect of organizations' ethical values is the ethical work climate,
conceptualized by Victor and Cullen (1988) to consist of nine dimensions. Research
suggests that certain types of ethical climates, especially those characterized by a concern
for others (benevolence) and/or by a concern for adherence to rules/codes (principled) are
associated with individuals' ethical perceptions (Barnett and Vaicys, 2000). Does the
existence of an ethics code affect employees' perception of their ethical climate in terms
of the typology conceptualized by Victor and Cullen (1988)? Are organizations that have
formalized ethics codes more likely to be perceived as placing a strong emphasis on
adhering to company, industry, and/or societal rules and codes?

Future research should attempt to link the existence and content of ethics codes to
employees' beliefs about the ethical climate in their organizations. Although our study
found that the existence of ethics codes positively influenced perceptions, respondents
had to be aware of the existence of their organizations' ethics codes in order to respond
affirmatively to the survey question. Therefore, it is difficult to separate the "existence"
of the ethics code from employee "awareness" of the existence of the code. Better
methods of developing and communicating ethics codes must be developed. Employees'
appreciation for ethics codes appears to be enhanced by systematically revisiting ethical
business perspectives (Fritz et al., 1999)."For an ethical code to be available to
organizational members for adoption, that code and its implications must be articulated
by the organization in its day-to-day routine activities" (Fritz et al., 1999, p. 290).

Furthermore, Sims & Keon (1997) indicated that organizational ethics and values tend to
be positively related to employees’ level of satisfaction and negatively related to their
expressed intention to turnover. Similarly, Schwepker (2001) also showed that the ethical
climate was positively associated with job satisfaction and organizational commitment,
and was negatively associated with turn over intentions.

Recent business periodicals and academic literature acknowledge the importance of

shared organizational values and beliefs as significant influences upon em- ployee
decision making leading to behavior (Caudron 1992, Howard 1990, Schein 1985).
Embodied within the general organizational culture are shared normative values and
beliefs regarding moral rightness and wrongness. These influence the ethical dimension
of the employees' decision making and behavior, and pro- vide collective norms for right
(ethical) or appropriate behavior for the employees (Trevino 1990). The ethical values
embedded in the organization socialized em- ployees toward proper ethical decisions and
behavior (Smith and Carroll 1984). Empirical assessments of organizational ethical
climates are limited. Victor and Cullen (1988) report that various organizational ethical
climate types character- ized the four firms in their study, as well as discovering multiple
ethical climate types within the firms. Other studies also found the presence of multiple
climates (particularly, Meglino et al. 1989).

The review of the literature by Reed, et al. determines that empirical studies are
inconclusive. In the future researchers should recognize the potential importance of
focusing upon "corporate culture as a factor affecting social performance" (Reed, et al.
1990 p. 36).

Utilizing the Ethical Climate Questionnaire, also developed by Victor and Cullen (1987,
1988), this re- search attempts to explain the discovery of multiple organizational ethical
sub climates. Specific ethical de- cision-making dimensions and ethical subclimates are
hypothesized to be associated with different depart- ment types due to differences in the
departments' tasks and stakeholder relationships. This research also dis- cusses the
behavioral implications associated with the types of ethical subclimates found in the
organization.

Weeks & Nantell (1992) showed that well-communicated codes of ethics led to increased
ethical standards and superior job performance of sales people in the American context.
Singhapakdi et al. (1995) empirically established that corporate ethical values positively
influence a marketer’s perceptions of the importance of ethics and social responsibility in
order to achieve organizational effectiveness. Thus, corporate business ethics individually
or jointly influence organizational performance (Wu, 2002). Managers at every level of
the organization should regularly discuss the ethical values and what it means to their
division or department (Stevens, 1999), otherwise it will not be accepted and adopted by
employees.
Since the presence of corporate ethical values influences employee’s level of
commitment, an important implication of this finding is for management to encourage
and support the development of written codes of ethics. Ethical people are concerned for
others and live their lives according to the highest level of human principles (Fisher,
1998). There are examples of managers who stand-up for their values under fire and are
accorded the title of “true professional”

Cook and Emsler (1999) demonstrate, career success, in the form of promotion is
typically decided by superiors, not those who are or will be subordinates. They suggest
that relatively little is known about the perceptions and expectations of potential
subordinates, notwithstanding the informal power that these individuals may later have in
influencing the relative success or otherwise of a manager’s achievements within any
position.
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Rationale & Significance of the Study

Ethics is based on a set of moral and ethical values. These values must be absolute - that
is, you must take them seriously enough to override any human rationalization, weakness,
ego, or personal faults (Mark S. Putnam ;2001). Luckily, in the world of business ethics,
your employer helps you. In a nutshell, their values are your values (in the context of
work). Think about how these values are communicated in your organization and what
you can do to support them. (Mark S. Putnam 2001). Business ethics may be
understood as ‘how personal moral norms apply to the activities and
goals of commercial enterprise’ (Nash, 1993: 5). Ethical values are
important for achieving goals as well as it direct the employees
towards the right path for achieving goals. The goal of any ethics code
is to create an environment conducive to ethical behavior, because it is
through ethical behavior that guests’ needs will be met or exceeded,
and the organization will profit (Hogan, 1992). Ethical people are
concerned for others and live their lives according to the highest level
of human principles (Fisher, 1998). Ethics is at the heart of good management
(Friedman & Friedman, 1988). According to Schein (1985), corporate values, as a major
dimension of a corporate culture, define the standards that guide the external adaptation
and internal integration of organizations.

Many different disciplines, institutions, and professions have norms for behavior that suit
their particular aims and goals. These norms also help members of the discipline to
coordinate their actions or activities and to establish the public’s trust of the discipline.
For instance, ethical norms govern conduct in medicine, law, engineering, and business.
Ethical norms also serve the aims or goals of research and apply to people who conduct
scientific research or other scholarly or creative activities, and there is a specialized
discipline, research ethics, which studies these norms.

The main purpose of the study is to explore critically examine in a descriptive &
analytical manner the relevance of ethical values to organizational image. Ethical values
improves the organizational over all image. Organizational image will be improved if the
inner environment of organization is good enough. Inner environment can be improved
by teaching ethics & values to the employees. These ethics includes responsibility, trust,
quality, team work, leadership etc. If these ethical values are present & applied in the
organization then employees get to know that what their boundaries are. They also get to
know that they should work but keep these boundaries in mind. If employees will work
using ethical values, there performance will increase because they knows well about their
responsibilities. So Ethical values has a relevance with organizational image & ethical
values helps the management to improve the image of organization.

Objectives of the Study

 To explore & analyze critically the philosophy & role of ethical values on
organizational image.

 To discuss ethical values in Islamic perspective & its impact on organizations in

Pakistan’s economic environment.

 To examine how ethical values improves the performance of employees & then how
they deal with the customers.

 To examine Islamic Ethical values & their impact on organizational image &
employees performance in Pakistan.
 Contribution
The study will help to understand the issues related to organizational image & employees
performance & how it can be improved by using ethical values in the organization.

This study will provide a strong base & encourage the management in the organizations
to introduce Islamic ethical values, norms & ethical decision making. As a result
employee’s performance will increase. Managers & employees will more concentrate on
the quality management. Relationship with the customers increases, & it will effect on
the organizational image.

This study will help managers in improving the decision making process for future
purposes.
 Problem Statement
If we talk about Ethical values & organizational image, We get to know that ethical
values increase the quality management & it will improve the organizational image.

In SME sector we develop a problem statement that. “If we increase the quality of goods,
& provide the goods according to needs & wants of customers, it will improve the
organizational image.
 Research Design
In research design we take two variables. These variables include dependant variable and
independent variable. On the basis of which we will make the hypothesis.

The independent variable includes ethical values & dependent variable includes
organizational image. Trust, teamwork, employee’s performance, quality management,
these are some components of Ethical values. If we increase or decrease them, it will
effect organizational image. Luckily, in the world of business ethics, your employer helps
you. In a nutshell, their values are your values (Mark S. Putnam: 2001). Considering the
rash of corporate scandals these days, the thought of following the corporation's values
might not be too comforting. Problem: Whose or what values can you trust? (Mark S.
Putnam, 2001).
 Hypothesis

H1 : Ethical values will be positively associated with the organizational image.

H2: Ethical values will be positively associated with employees Performance.

H3: Ethical values will be positively associated with Quality Managment

H4: Ethical values will be negatively associated with turnover.

 Methodology
Sample & Procedure:
The data analyzed in this study were collected via questionnaires from randomly selected
employees of organizations of Islamabad & Rawalpindi.
Questionnaires were distributed among 72 employees. 25 of them are the managers &
other are the employees such as executives, management trainees. Some demographic
data were also collected, such as gender, age, marital status and education level. No
personal data were collected except demographics.
We invited 72 employees to participate in this study. Of those invited, 62 completed the
questionnaires, yielding an effective response rate of 87%. As for the characteristics of
the final sample, the majority of the respondents were male. Mean respondent age was
28.

Measurements:
Corporate ethical values were tapped by a five-item scale developed by Hunt et al.
(1989).
This construct was measured in order to capture three broad-based perceptions: (i) the
extent to which employees perceive their managers acting ethically in their organizations;
(ii) the extent to which employees perceive their managers concerned about ethical issues
in the organization; and (iii) the extent to which employees perceive that ethical (unethi-
cal) behaviors are rewarded (or punished) in their organizations.

A three-item scale, developed by Schwepker (2001), is used to measure job satisfaction.

Turnover intention was measured by the instrument developed by Mobley et al. (1979).
 Data Analysis
After data collection and coding, the appropriate data analytic techniques including
descriptive and multivariate analyses will be carried out keeping in view the objective of
the study by using latest available version of SPSS.
 Conclusion
In this study, an integrative framework for quality culture, corporate ethical values,
organizational commitment, job performance, job satisfaction and turnover intentions
was developed and tested with a series of statistical methods. The model used the data
collected from Turkish manufacturing companies. Based on the findings, a number of
guidelines can be offered regarding the role of each exploratory variable in employees’
work-related attitudes and job performance.
A main contribution of this study is that a significant effect of quality culture on work-
related employee attitudes is found, which confirms the results of previous research that
consider quality culture as an important component in fostering organizational
commitment, job satisfaction and job performance (Parncharoen et al., 2003; Cimete et
al., 2003; Wilkins & Ouchi, 1983). Corporate ethical values (CEV) are also found to be
positively related to organizational commitment and negatively related to turnover
intentions, confirming the recent research (Okpara, 2003; Somers, 2001; Valentine et al.,
2002; Hunt et al., 1989). However, contrary to some previous research (Sims & Keon,
1997; Weeks & Nantell, 1992; Wu, 2002), no significant effect of CEV on job
satisfaction and job performance was revealed, although there is a positive correlation
between CEV, job satisfaction and job performance. In other words, CEV was not
associated with job-related attitudes and performance.
Therefore, employees reported higher levels of commitment, satisfaction and
performance when there was an organization-wide quality culture dedicated to
outstanding quality in service, products and employees’ work life. Our findings further
yielded that turnover intentions would be lowered with high levels of commitment and
wider agreement of corporate ethical values.
Moreover, the mediating effect of organizational image was also examined. It was
revealed that organizational image partially mediated the relationships between quality
culture–job performance, quality culture–job satisfaction and corporate ethical values
turnover intentions. In addition, it was shown that organizational image fully mediated
the relationship between quality culture and turnover intentions. That is, quality culture
affects job performance and job satisfaction both directly and through organizational
image, whereas quality culture affects turnover intentions only through organizational
image. Similarly, corporate ethical values affect turnover intentions both directly and
through organizational image.