The Impact of Business Ethics on Employee Engagement: Case Study from the Jordanian Social Security Corporation

Authors

  • Khaled Mohammad Talal Banyhamdan Department of Human Recourse Management, Amman Arab University Author
  • Sakher Alnajdawi Department of Human Recourse Management, Amman Arab University Author
  • Rami Hanandeh Department of Human Recourse Management, Amman Arab University Author
  • Ruba Risheed Al-Ghalabi Department of Business Administration, Al-Balqa Applied University Author
  • Amineh Khaddam Department of Management Information System, Amman Arab University Author

DOI:

https://doi.org/10.61841/yz0kxn03

Keywords:

Business ethics, employee engagement, Social Security Corporation-Jordan, Rules and Regulations, Competition, Self-interest.

Abstract

The aim of this study is to investigate the impact of business ethics on employee engagement: an empirical study by the Jordanian Social Security Corporation. A simple random sampling technic was use on the target population by distributing 350 questionnaires, 302 questionnaires was valid to analysis. Summing up the results obtained, it has shown that there is a significant positive impact of business ethics on employee engagement. Employee engagement is influenced by business ethics, as business success is strongly influenced by ethics nowadays. The study reveals that the ethical implications of business are at a high level and are more complex than assumed, that ethical behavior brings significant employee output.

 

 

Downloads

Download data is not yet available.

References

1. AL-Omari, G., Hanandeh, R., Al-Somaidaee, M., Jarrah, M., & Alnajdawi, S. (2020). Work-life balance and its impact on employee satisfaction on five star hotels. Management Science Letters, 10(4), 871-880.

2. Baumruk O. et. al., (2015). Job demands and their relationship with the management. A Multi sample study. Journal of Business research, 54,39,52.

3. Council, C. L. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board, 32.

4. Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press, USA.

5. CULLEN, J. B., & VICTOR, B. (2001). An Ethical Weather Report: Assessing the Organization’s.

6. Cullen, J. B., Parboteeah, K. P., & Victor, B. (2003). The effects of ethical climates on organizational commitment: A two-study analysis. Journal of Business Ethics, 46(2), 127-141.

7. Cullen, J. B., Victor, B., & Bronson, J. W. (1993). The ethical climate questionnaire: An assessment of its development and validity. Psychological reports, 73(2), 667-674.

8. Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures. Addison-Weslwy. Reading.

9. Deshpande, S. P. (1996). The impact of ethical climate types on facets of job satisfaction: An empirical investigation. Journal of Business Ethics, 15(6), 655-660.

10. Development Dimensions International (DDI), (2005). Whitepaper-Driving employee engagement. Retrieved October 10, 2011, from www.ddi world.com.

11. Gallup, G. R., (2004). Ethical Climate Theory, whistle-blowing, and the code of silence in police agencies in the State of Georgia. Journal of Business Ethics,70, 341-361.

12. Georgescu Q., (2012). Representing the perceived ethical work climate among employees. Journal of the Academy of Marketing Science, 28, 345-358.

13. Gosh W. et al., (2011). Perceptions of the ethical work climates and covenantal relationships. Journal of Business Ethics, 36, 279-290.

14. Hallberg, U. E., & Schaufeli, W. B. (2006). “Same same” but different? Can work engagement be discriminated from job involvement and organizational commitment?. European psychologist, 11(2), 119-127.

15. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied psychology, 87(2), 268.

16. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied psychology, 87(2), 268.

17. Johmson & B. Elango (2010). ‘The role of employee engagement in business success’, Workspan, Vol 47,

pp. 48-52.

18. Kaya, E., Agca, M., Adiguzel, F., & Cetin, M. (2019). Spatial data analysis with R programming for environment. Human and ecological risk assessment: An International Journal, 25(6), 1521-1530.

19. Khan M., (1990). Individual moral development and business ethics: The influence of person-organization fit on job attitudes. Journal of Business Ethics, 77, 323-333.

20. Khan, N. R., Ghouri, A. M., & Awang, M. (2013). Leadership styles and organizational citizenship behavior in small and medium scale firms. Researchers World-Journal of Arts, Science & Commerce, 4(2), 153-163.

21. Lockwood, R. (2007). Doing your dissertation in business and management: the reality of researching and writing. London, SAGE.

22. Macey, W. H. (2006). Toward a definition of engagement. In Society for Industrial and Organizational Psychology 21st Annual Conference, May, Dallas, TX.

23. Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.

24. Mish A. and Scammon, P. (2010). What’s the big deal about employee engagement?. Training & Development, Vol 62, 44-49.

25. Mone, E. M., London, M., & Mone, E. M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.

26. Paul, K.: 2004, ‘Business and Society and Business Ethics Journals: A Citation and Impact Analysis’, Journal of Scholarly Publishing, January, 103–117.

27. Q.OpeyemiOluafisoye, (2014). The psychological conditions of meaningfulness of employee engagement of the human spirit at work. Journal of Occupational & Organizational Psychology,77 (1), 11-37.

28. R. Robbins & L. Coulter (1999:16). The meaning of employee engagement. Industrial and Organizational Psychology , 1 (1), 3-30.

29. Richman, A. (2006). Everyone wants an engaged workforce how can you create it. Workspan, 49(1), 36-39.

30. Robinson, D., Perryman, S., & Hayday, S. (2004). The drivers of employee engagement. Report-Institute for Employment Studies.

31. Sabrin, M. (2002). A ranking of the most productive business ethics scholars: A five-year study. Journal of Business Ethics, 36(4), 355-379.

32. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), pp. 600-619.

33. Seijts, G. H. & Crim, D. (2006). What engages employees the most or, the ten C’s of employee engagement. Ivey Business Journal Online. Retrieved October 4, 2011, from http://find.galegroup.com.

34. Seijts, G. H., & Crim, D. (2006). What engages employees the most or, The Ten C’s of employee Engagement. Ivey Business Journal Online. Retrieved from [email protected].

35. Shaw, K. (2005). An engagement strategy process for communicators. Strategic Communication Management, 9(3), 26.

36. Statman, M. (2007). Local ethics in a global world. Financial Analysts Journal, 63(3), 32-41.

37. Sundaray, B. K. (2011). Employee engagement: a driver of organizational effectiveness. European Journal of Business and Management, 3(8), 53-59.

38. Tota K. & Shehu O, (2012). Business and business ethics, A Citation and impact analysis. Journal of Scholar publishing, 113-117.

39. W. Ferrell & T. Gresham, (1985). ‘Job burnout’. Annual Review of Psychology, Vol 52, pp 397-422.

40. Wagner, R., & Harter, J. K. (2006). 12: The elements of great managing (Vol. 978, No. 1-59992). Simon and Schuster.

Downloads

Published

31.10.2020

Issue

Vol. 24 No. 8 (2020): 24 (8) 2020

Section

Articles

License

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

You are free to:

  1. Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
  2. Adapt — remix, transform, and build upon the material for any purpose, even commercially.
  3. The licensor cannot revoke these freedoms as long as you follow the license terms.

Under the following terms:

  1. Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
  2. No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.

Notices:

You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .

No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.

How to Cite

Banyhamdan, K. M. T., Alnajdawi, S., Hanandeh, R., Al-Ghalabi, R. R., & Khaddam, A. (2020). The Impact of Business Ethics on Employee Engagement: Case Study from the Jordanian Social Security Corporation. International Journal of Psychosocial Rehabilitation, 24(8), 8246-8259. https://doi.org/10.61841/yz0kxn03