Exploring the Factors Affecting Organisational Image: Implications for State-Owned Entities
DOI:
https://doi.org/10.61841/wek19208Keywords:
Public Sector,, Organisational Image,, Ethical Climate,, Environmental Friendliness and Corporate Social Responsibility.Abstract
Organisational image is crucial to attract and retain talented individuals with enhanced engagement and commitment. Purpose of current study is to explore the factors affecting organisational image in purely state- owned organizations working in capital of Punjab, Pakistan. Organisations are forced to build a positive image after the development of concepts like environmental protection, corporate social responsibility and ethical climate in order to attract and engage talented employees. For this study 250 closed-ended questionnaire were distributed among employees of three different wings of Pakistan audit department using Partial Least Square Structural Equation Modeling (PLS-SEM) to test the proposed hypothesis. The findings of the study depict that ethical climate, corporate social responsibility (CSR) and environmental friend lines play vital role in developing positive organisational image. In Pakistan, the work on said variables is not sufficient and public sector organizations are perceived as incompetent, corrupt and crooked not only by natives but also international communal as well. Hence, this paper provides practical implications for employers in public sector to affectively address the factors that leads to positive organisational image.
Downloads
References
[1] Bauman, C. W., & Skitka, L. J. (2012). Corporate social responsibility as a source of employee satisfaction.
Research in Organizational Behavior, 32, 63-86.
[2] Bakytgul, W., Ahmed, M., & Kim, Y. (2019). Corporate entrepreneurship and organizational performance: The moderating role of organizational engagement. Annals of Contemporary Developments in Management & HR, 1(1), 39-45.
[3] Baumann, C., Winzar, H. and Fang, T. (2018), ―East Asian wisdom and relativity‖, Cross Cultural and Strategic Management, Vol. 25 No. 2, pp. 210-230.
[4] Boseli, D. a. (2005). Commonalilties and contraditions in HRM and performance research. . Human Resource Management Journal 15(3), 67-94.
[5] Brady, N., & Hart, D. (2007). An exploration into the developmental psychology of ethical theory with implications for business practice and pedagogy. Journal of Business Ethics, 76(4), 397-412.
[6] Brammer, S., Millington, A., & Rayton, B. (2007). The contribution of corporate social responsibility to organizational commitment. The International Journal of Human Resource Management, 18(10), 1701- 1719.
[7] Brı´o, J.A. and Junquera, B. (2003), ―A review of the literature on environmental innovation management in SMEs: implications for public policies‖, Technovation, Vol. 23, pp. 939-48.
[8] Bruch, F. W. H. (2005). The keys to rethinking corporate philanthropy. MIT Sloan management review, 47(1), 49.
[9] Carrington, M. J., Neville, B. A., & Whitwell, G. J. (2010). Why ethical consumers don‘t walk their talk: Towards a framework for understanding the gap between the ethical purchase intentions and actual buying behaviour of ethically minded consumers. Journal of business ethics, 97(1), 139-158.
[10] Carrington, M. J., Neville, B. A., & Whitwell, G. J. (2010). Why ethical consumers don‘t walk their talk: Towards a framework for understanding the gap between the ethical purchase intentions and actual buying behaviour of ethically minded consumers. Journal of business ethics, 97(1), 139-158.
[11] Castro-González, S., & Bande, B. (2019). Organizational culture: does it influence the way a company deals with CSR? Development and Learning in Organizations: An International Journal, 33(2), 1-3.
[12] Chang, C. H. (2015). Proactive and reactive corporate social responsibility: antecedent and consequence.
Management Decision, 53(2), 451-468.
[13] Chen, Y. S. (2011). Green organizational identity: sources and consequence. Management Decision, 49(3), 384-404.
[14] Crilly, D., Ni, N., & Jiang, Y. (2016). Do‐no‐harm versus do‐good social responsibility: Attributional thinking and the liability of foreignness. Strategic Management Journal, 37(7), 1316-1329.
[15] Davidson, D. K., & Yin, J. (2019). Corporate social responsibility (CSR) in China: A contextual exploration. In Corporate social responsibility: Concepts, methodologies, tools, and applications (pp. 28- 48). IGI Global.
[16] Dhir, S., & Shukla, A. (2019). Role of organizational image in employee engagement and performance.
Benchmarking: An International Journal.
[17] Dion, M. (2012). Are ethical theories relevant for ethical leadership?. Leadership & Organization Development Journal, 33(1), 4-24.
[18] Du, S., Bhattacharya, C.B. and Sen, S. (2010), ‗‗Maximizing business returns to corporate social responsibility (CSR): the role of CSR communication‘‘, International Journal of Management Reviews, Vol. 12 No. 1, pp. 8-19.
[19] El-Kassar, A.N., Yunis, M. and El-Khalil, R. (2017), ―The mediating effects of employee- companyidentification on the relationship between ethics, corporate social responsibility, and organizational citizenship behavior‖, Journal of Promotion Management, Vol. 23 No. 3, pp. 1-18.
[20] Falkenberg, J., & Brunsæl, P. (2011). Corporate social responsibility: a strategic advantage or a strategic necessity? Journal of Business Ethics, 99(1), 9-16.
[21] Florio, M. (2014). Contemporary public enterprises: innovation, accountability, governance.
[22] Freeman, R. E., & Velamuri, S. R. (2006). A new approach to CSR: Company stakeholder responsibility.
In Corporate social responsibility (pp. 9-23). Palgrave Macmillan, London.
[23] Hair Jr, J. F., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM). Sage publications.
[24] Halkos, G., & Skouloudis, A. (2016). Cultural dimensions and corporate social responsibility: A cross- country analysis.
[25] Hansen, S. D., Dunford, B. B., Boss, A. D., Boss, R. W., & Angermeier, I. (2011). Corporate social responsibility and the benefits of employee trust: A cross-disciplinary perspective. Journal of Business Ethics, 102(1), 29-45.
[26] Jamali, D., & Sidani, Y. (2012). Introduction: CSR in the Middle East: Fresh Perspectives. In CSR in the Middle East (pp. 1-10). Palgrave Macmillan, London.
[27] Jamali, D., Safieddine, A. and Rabbath, M. (2008), ‗‗Corporate governance and corporate social responsibility: synergies and inter-relationships‘‘, Corporate Governance: An International Review, 16(5), 443-59.
[28] Kaur, J. (2017). Exploring relationships among ethical climate types and organizational commitment: A case of Indian banking sector. Journal of Indian Business Research, 9(1), 20-40.
[29] Khalid, M., Rehman, C. A., & Ilyas, D. (2014). HRM Practices and employee performance in public sector organizations in Pakistan: An Empirical study. International Journal of Management Sciences and Business Research, 3(2).
[30] Khan, F. (2007). Corruption and the Decline of the State in Pakistan. Asian Journal of Political Science,
15(2), 219-247.
[31] Khan, K. (2018, November 29). State-owned enterprises in Pakistan — a drain on the economy. Daily Times. Retrieved from https://dailytimes.com.pk/327296/state-owned-enterprises-in-pakistan-a-drain-on- the economy/
[32] Kim, R. C., & Moon, J. (2015). Dynamics of corporate social responsibility in Asia: Knowledge and norms. Asian Business & Management, 14(5), 349-382.
[33] Ko, E., Hwang, Y. K., & Kim, E. Y. (2013). Green marketing'functions in building corporate image in the retail setting. Journal of Business Research, 66(10), 1709-1715.
[34] Krettenauer, T. (2017). Pro‐environmental behavior and adolescent moral development. Journal of Research on Adolescence, 27(3), 581-593.
[35] Lee, K. H. (2009). Why and how to adopt green management into business organizations? The case study of Korean SMEs in manufacturing industry. Management Decision, 47(7), 1101-1121.
[36] Li, K., Khalili, N. R., & Cheng, W. (2019). Corporate social responsibility practices in China: trends, context, and impact on company performance. Sustainability, 11(2), 354.
[37] Lii, Y. S., & Lee, M. (2012). Doing right leads to doing well: When the type of CSR and reputation interact to affect consumer evaluations of the firm. Journal of business ethics, 105(1), 69-81.
[38] Lockwood, N. R. (2007). Leveraging employee engagement for competitive advantage. Society for Human Resource Management Research Quarterly, 1(1), 1-12.
[39] Louden, R. B. (1986). Kant's virtue ethics. Philosophy, 61(238), 473-489.
[40] Louden, R. B. (1996). Toward a genealogy of'deontology'. Journal of the History of Philosophy, 34(4), 571-592.
[41] Lynes, J. K., & Dredge, D. (2006). Going green: Motivations for environmental commitment in the airline industry. A case study of Scandinavian Airlines. Journal of sustainable tourism, 14(2), 116-138.
[42] MacLeod, D., & Clarke, N. (2009). Engaging for success: enhancing performance through employee engagement: a report to government. London: Department for Business, Innovation and Skills.
[43] Moela, J. S. (2016). Investigating the relationship between organisational culture and employee engagement in a Public Service Department (Doctoral dissertation).
[44] Mohammed, J., & Farooq, S. U. (2002). The role of public sector in the economic development of Balochistan. The Dialogue, 3(4), 472-494.
[45] Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.
[46] Moon, H.K. and Choi, B.K. (2014), ―How an organization‘s ethical climate contributes to customer satisfaction and financial performance‖, European Journal of Innovation Management, Vol. 17 No. 1, pp. 85 -106.
[47] Moore, A. (2007). Ethical theory, completeness & consistency. Ethical theory and moral practice, 10(3), 297-308.
[48] Naidoo, P., & Martins, N. (2014). Investigating the relationship between organizational culture and work engagement. Problems and perspectives in management, 12(4), 433-441.
[49] Naveed, s., salman, y., jabeen, n., jadoon, m. Z. I., & irfan, s. (2018). Governance and management of state- owned enterprises in pakistan. Pakistan economic and social review, 56(1), 47-66.
[50] Onkila, T. (2015). Pride or embarrassment? Employees‘ emotions and corporate social responsibility.
Corporate Social Responsibility and Environmental Management, 22(4), 222-236.
[51] Pane Haden, S. S., Oyler, J. D., & Humphreys, J. H. (2009). Historical, practical, and theoretical perspectives on green management: an exploratory analysis. Management Decision, 47(7), 1041-1055.
[52] Patterson, M. G., West, M. A., Shackleton, V. J., Dawson, J. F., Lawthom, R., Maitlis, S., ... & Wallace, A.
M. (2005). Validating the organizational climate measure: links to managerial practices, productivity and innovation. Journal of organizational behavior, 26(4), 379-408.
[53] Rana, Shahbaz (Ed.). (2017, April 14). Govt proposes to expand scope of audit. Tribune. Retrieved from https://tribune.com.pk/story/1383167/govt-proposes-expand-scope-audit/
[54] Rashid, M., Spreckelmeyer, K., & Angrisano, N. J. (2012). Green buildings, environmental awareness, and organizational image. Journal of Corporate Real Estate, 14(1), 21-49.
[55] Rice, G. (1999), ―Islamic ethics and the implications for business‖, Journal of Business Ethics, Vol. 18 No. 4, pp. 345-58.
[56] Riordan, C. M., Gatewood, R. D., & Bill, J. B. (1997). Corporate image: Employee reactions and implications for managing corporate social performance. Journal of Business ethics, 16(4), 401-412.
[57] Riordan, C. M., Gatewood, R. D., & Bill, J. B. (1997). Corporate image: Employee reactions and implications for managing corporate social performance. Journal of Business ethics, 16(4), 401-412.
[58] Robertson, J.L. and Barling, J. (2015), ―Introduction‖, in Robertson, J.L. and Barling, J. (Eds), The Psychology of Green Organizations, Oxford University Press, New York, NY, pp. 3-11.
[59] Ruhe, J. and Lee, M. (2008), ―Teaching ethics in international business courses: the impacts of religions‖,
Journal of Teaching in International Business, Vol. 19 No. 4, pp. 288-362.
[60] Sarikaya, M. (2009). Paydas¸Yo¨netimi‘‘, in Besler, S. (Ed.), Yo¨netim Yaklas¸ımlarıyla Kurumsal Su¨rdu
¨ru ¨lebilirlik, Beta Basım, Instanbul, 41-64.
[61] Sarikaya, M. and Kara, F.Z. (2007), ‗‗Bir Ag Ekonomisi Olarak Yeni Ekonomi ve Paydas Teorisi I˙liskisi‘‘, Uluslararası Bilgi, Ekonomi ve Yo¨netim Kongresi, I˙stanbul, pp. 1850-60
[62] Schneider, B. and Rentsch, J. (1988), ―Managing climates and cultures: A futures‘ perspective‖, in Hage, J. (Ed.), Futures of organizations, Lexington Books, Lexington, MA.
[63] Shaikh, E. (2019). Influence of Corporate Social Responsibility on the Performance of Organization and Commitment of the Employee: A Case of the Banking Sector of Pakistan. Annals of Contemporary Developments in Management & HR (ACDMHR), 1(3), 1-15.
[64] Shin, Y., Sung, S.Y. and Choi, J.N. (2015), ―Top management ethical leadership and firm performance: mediating role of ethical and procedural justice climate‖, Journal of Business Ethics, Vol. 129 No. 1, pp. 43-57.
[65] Simha, A. and Cullen, J.B. (2012), ―Ethical climate and their effects on organizational outcomes: implications from the past and prophecies for the future‖, Academy of Management Perspectives, Vol. 26 No. 4, pp. 20-34.
[66] Skouloudis, A., Avlonitis, G. J., Malesios, C., & Evangelinos, K. (2015). Priorities and perceptions of corporate social responsibility: Insights from the perspective of Greek business professionals. Management Decision, 53(2), 375-401.
[67] Stojanović, A., Mihajlović, I. and Schulte, P. (2016), ―Corporate social responsibility: Environmental aspects‖, International May Conference on Strategic Management, Bor, PP. 1-14.
[68] Story, J., Castanheira, F., & Hartig, S. (2016). Corporate social responsibility and organizational attractiveness: implications for talent management. Social Responsibility Journal, 12(3), 484-505.
[69] Taghian, M., D‘Souza, C., & Polonsky, M. (2015). A stakeholder approach to corporate social responsibility, reputation and business performance. Social Responsibility Journal, 11(2), 340-363.
[70] Trepte, S. (2006). Social identity theory. Psychology of entertainment, 255, 271.
[71] Victor B. and J. B. Cullen: 1987, ‗A Theory and Measure of Ethical Climate in Organizations‘, in W. C. Frederick (ed.), Research in Corporate Social Performance and Policy 9, 51–57.
[72] Virvilaitė, R., & Daubaraitė, U. (2011). Corporate social responsibility in forming corporate image.
Inžinerinė ekonomika, 534-543.
[73] Virvilaitė, R., & Daubaraitė, U. (2011). Corporate social responsibility in forming corporate image.
Inžinerinė ekonomika, 534-543.
[74] Virvilaitė, R., & Daubaraitė, U. (2011). Corporate social responsibility in forming corporate image.
Inžinerinė ekonomika, 534-543.
[75] Wang, Y. J., Tsai, Y. H., & Lin, C. P. (2013). Modeling the relationship between perceived corporate citizenship and organizational commitment considering organizational trust as a moderator. Business Ethics: A European Review, 22(2), 218-233.
[76] Wang, Y. J., Tsai, Y. H., & Lin, C. P. (2013). Modeling the relationship between perceived corporate citizenship and organizational commitment considering organizational trust as a moderator. Business Ethics: A European Review, 22(2), 218-233.
[77] Wu, C. F. (2002). The relationship of ethical decision-making to business ethics and performance in Taiwan. Journal of Business ethics, 35(3), 163-176.
[78] Xie, E., & Redding, K. S. (2018). State-owned enterprises in the contemporary global business scenario: introduction. International Journal of Public Sector Management
Downloads
Published
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- 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.
- 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.
