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Positive Job Response and Ethical Job Performance
Sean Valentine, Philip Varca, Lynn Godkin and Tim Barnett
Journal of Business Ethics
Vol. 91, No. 2 (Jan., 2010), pp. 195-206
Published by: Springer
Stable URL: http://www.jstor.org/stable/27749790
Page Count: 12
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Although many studies have linked job attitudes and intentions to aspects of in-role and extrarole job performance, there has been relatively little attention given to such job responses in the context of employees' ethical/unethical behavior. The purpose of this study was to investigate a possible relationship between positive job response (conceptualized as job satisfaction and intention to stay) and behavioral ethics. Ninety-two matched manager-employee pairs from a regional branch of a large financial services and banking firm completed survey instruments, with each employee providing information about his or her job attitudes and intentions and each manager assessing the ethical/unethical performance of his/her employees. Respondents also provided additional information required for our analyses. The results indicated that positive job response among subordinates was associated with higher supervisory ratings of the subordinates' ethical job performance. The managerial implications of the findings for managing ethical behavior are explored.
Journal of Business Ethics © 2010 Springer