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Content uploaded by Shrikant Krupasindhu Panigrahi
Author content
All content in this area was uploaded by Shrikant Krupasindhu Panigrahi on Apr 07, 2019
Content may be subject to copyright.
QUALITY MANAGEMENT
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1. Introduction
One of the most important activities in human life all day is
work, half of the people have responses and judgments. Alone
and distinct from his work and his need to work. Among others
who consider the work as a source of income for Improve the
standard of living, add property wealth, recognize or appre-
ciation and self-glory. Managers in the working environment are
messed with the ethical confrontation with others (Murtaza et al.,
2016b). This ethical dilemma makes them exposed to their own
engaged and integrated activities including fraudulent acts. The
honesty of managers become limited are unable them to diverse
the job filled with vagueness (Sun, Gergen, Avila, & Green,
2016).
For managers, it is difficult to get escaped from such ethical
dilemmas and the morals of the managers are always ques-
tionable in order to understand their behaviors with others.
Ethical dilemmas like the events of corruption charges, reject to
work honestly and other possible scandals are some of the
critical subjects that need to investigate in order to understand
work ethics (Forte & Hansvick, 1999). Moreover, it is sometimes
hard for the employees or managers to get escaped with such
ethical dilemmas, but if the individual is exposed to ethical
interactions and enrichments the behavior can change positively
resulting to positive job satisfaction.
Strong work ethics in the organization is the key to the
ethical behavior of employees. Organizations that focus on
developing strong work ethics relevant to the issues faced by
employees will lead to the employees behaving ethically
(Valentine & Barnett, 2007b). Beyond salary, strong work ethics
is able to influence human beings to commit or not to commit a
crime. Empowerment within the organization remains weak due
to lack of work ethics that are no longer able to enhance job
satisfaction of employees (Steinheider, 2006). Furthermore,
(Camp, 1994; Getahun, Sims, & Hummer, 2008) found that one
of the negative consequences associated with low levels of job
satisfaction includes lack of active participation in decision
making and often faces ethical issues stemming from employee
behavior. Thus it is important to consider employee working
conditions and the managers must be aware of the safety of
their employees in order to compensate them when they
perform the unusual or difficult task. The unethical working
condition leads to stress when there is no cooperation between
job needs and competencies.
With the vision of what motivates operatives, managers can
larger ascertain what makes the employees do their best job.
There is a need for the managers to understand what propels
their subordinates and colleagues in order to be competent
heads in the work place. The recommendations in this study will
enable managers to become the best presentation out of their
operatives and rise productivity in their departments.
2. Literature Review
2.1. Theoretical view on work ethics
When an organization employs the individuals they bring
work into not unique job skills but also his or her ethics. In
today’s business work ethics is very important due to changes in
employee behaviors that play a crucial role in the success of the
organization. According to Valentine and Barnett (2007a) the
crime committed by an employee results in the deterioration of
corporate image drastically. In any empirical research, there is a
need for a clear view of independent constructs. Theoretical
aspects help us to provide clear views on our independent
variables. Currently, there is a confusion on the selection of
dimensions of work ethics.
The organization always look for the employees who can
perform their job well. Employees with strong work ethics are
reliable, hardworking and use a great amount of efforts. There
Q U A L I T Y
Access to Success
Vol. 20, No. 168/ February 2019
Quality Work Ethics and Job Satisfaction: An Empirical Analysis
Shrikant Krupasindhu PANIGRAHI1, Hatem Mahmoud AL-NASHASH2
1Corresponding author, Faculty of Industrial Management, University Malaysia Pahang, Kuantan, Malaysia, 26300;
E-mail: psrikant@ump.edu.my
2Faculty of Industrial Management, University Malaysia Pahang, Kuantan, Malaysia, 26300; E-mail: temo.nasho@yahoo.com
Abstract
Quality is very crucial to understand how well an employee is doing. Quality of work shows how much an employee
value them. Thus, this study examines the impact of strong quality work ethics on job satisfaction among banking
employees in Jordan. There has been growing evidence supporting the association between quality work ethics and
job satisfaction of employees. However, it is not clear why such association exists. This paper argues that in order to
provide a clear understanding and convincing explanation of this association there is a need to improve the
theoretical and analytical framework. Quantitative method with survey questionnaire was administered to collect
information on quality work ethics and job satisfaction from 89 employees working in Jordanian banks. The finding of
the study revealed that quality work ethics are positively associated with job satisfaction. These findings imply that
quality work ethics is one of the key attributes to increase employee’s job satisfaction together with other
organizational outcomes. Most importantly, it is crucial for the managers to be aware that increasing employee’s job
satisfaction can lead to increased organizational commitment, lower labor turnover and improve productivity.
Keywords: quality work ethics; job satisfaction; hard work; work goals.
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QUALITY MANAGEMENT
appear to be four broad categories of theory about work ethics
and more specific and concrete theories on satisfaction. The
four categories in relation to work ethics can be labelled as
deontology, utilitarianism, rights and virtues.
Deontological class of ethics
Deontological class states that people should oblige to their
duties and follow ethics while making decisions. Upholding duty
is what ethically correct. For instance, a deontologist must
always keep his promises following the law. Decisions will be
consistent if the individual follows the deontological theory. This
theory contains positive attributes to avoid conflicts. Individual
employees can play an important role in the welfare of others
with a clear ethical correct resolution.
Utilitarianism class of ethics
Utilitarian ethical theories are based on one’s ability to
predict the consequences of an action. According to utilitarian
the greatest benefit to the individual through the decision was
taken ethically is the best choice. Act utilitarian and rule
utilitarian are the two types of utilitarian class of ethics. Act
utilitarian refers to the act of the person benefiting to another
person. Whereas rule utilitarian refers to the benefit of people
with fair justice. Comparing the tangible gains like money and
intangible gains like happiness, utilitarian ethics is difficult to
quantify to a large extent. Thus an individual would not be
concerned of justice that leads to benefit the majority of the
people.
Ethical theory based on Rights
Rights of an individual are considered to be correct if the
majority of the population endorse them. In ethical theories,
rights are established to protect the society. Individuals have the
right if they have ability or resource to influence others. The
major complication of this theory is the lack of characteristics to
influence on a large scale. The rights must be upheld and
determined by the individuals based on their goals and ethical
priorities.
Ethics based on Virtue
The virtue based ethics focuses on the character of the
individual in order to judge his behavior. It views the individual
person’s reputation moral and motivation while rating the beha-
vior. A person who has reputation for misconduct is more likely
to be judged harshly.
2.2. Theoretical view on job satisfaction
There are many approaches and theories about satisfaction.
However, we have a specific theory related to explaining job
satisfaction often built on disciplinary perspectives like psy-
chology and performance. It is not an easy task to confirm the
theories. In the field of behavioral research, measurement of
satisfaction is often described as the key issue. We, therefore,
might be tempted to extend this to the study of employee job
satisfaction.
Neither the descriptive nor the strategic model are able to
provide much insight into how work ethics translates into
satisfaction. They sensibly view ethics as the only part of the
explanation for performance and suggests various sub system
that aligns and support each other for superior performance.
The right people will be in right place to do right things.
In the strategic version, the descriptive models give more
weightage to the active role of employees due to their employee
relation roots. In contract, more specific behavioral theories
focus on the organizational psychology with an assumption that
ethics increases motivation and commitment of employees. The
key factors that constitute satisfaction are derived from specific
theories of motivation, expectation and goal setting and so on.
The key features of this theories spell out the linkage between
work ethics and job satisfaction.
Starting with the latter in a broader level, the expectancy
theory of motivation provides a coherent rationale for the linkage
between ethics and satisfaction. This approach in relation to
ethics and satisfaction was adopted by (Alsop & Heinsohn,
2005; Apasu, 1986) who suggested that,
“Unethical employees operating in an ethical organi-
zation should experience a misfit and be more willing to
leave the organization. When employees possess
knowledge and skills that are absent in the manager,
employees are motivated to apply those skills and
knowledge in discretionary efforts”.
The expectancy theory to Victor, (1964), explains that “job
satisfaction on the basis that the procedure of satisfaction or
dissatisfaction transpires as a consequence of the analogy”.
Consequently, the theory basically describes an individual’s
understanding of the connection between efforts needed the
level of anticipated presentation and the anticipated level of
rewards.
Maslow promulgated with motivation and personality which
presented his theory on the satisfaction of people through their
personal requirements about how people satisfy various per-
sonal needs. It is often clear in many cases as a pyramid with
the survival need at the broad-based bottom and the necessity
of self-realization at the narrow top (Gawel, 1997). Maslow’s
(1970) hierarchy of needs theory in which needs have been
identified in the form of a hierarchical gradient is a five-level. The
least request comprised of the fundamental physiological needs,
for example, water, sustenance, and shelter. The second
request comprised of physical and money related security. The
third request comprised of social needs which included having a
place, affection, and acknowledgement of others. The fourth
request comprised of self-regard and acknowledgment by
companions. The fifth and most elevated request of necessities
comprised of self-completion; which included self-advancement,
independence, and self-bearing. On the premise of Maslow's
hypothesis, work fulfillment has been drawn closer by a few
analysts from the point of view of need satisfaction (Gui,
Barriball, & While, 2009).
2.3. Empirical evidence on work ethics
and job satisfaction
Previous research has shown that ethics is a humanistic
device to improve the quality of working life for police personnel
(Lincoln, Travers, Ackers, & Wilkinson, 2002). In addition, it
enhances the ability of an individual or group to make options
and transfer those options to the required procedures and
results (Alsop & Heinsohn, 2005). Indeed, a management
pattern which leads to employee motivation is the antithesis of
an authoritarian management style, where supervisors make all
key decisions (Gill, Flaschner, & Bhutani, 2010). Hence,
employee motivation and participation flows from the general
principle of participative management. Its aim is to achieve a
positive link between participation of employees, Job Satisfaction,
motivation and performance, personal commitment (Doughty &
Rinehart, 2004). In this regard, when they enjoy both the
participation of employees and leader support, they regularly
achieve their goals, either by improving Job Satisfaction or by
successfully introducing a quality-enhancing innovation; addition
improving employee’s morale and Job Satisfaction (Doughty &
Rinehart, 2004; Vacharakiat, 2008). Previous research has
shown that employee behavior is a form of freedom in which
police personnel makes decisions to ensure maximum Job
Satisfaction (Hunjra, Ul Haq, Akbar, & Yousaf, 2011). So, if
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Vol. 20, No. 168/ February 2019
QUALITY MANAGEMENT
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certain guidelines are followed and its limitations are un-
derstood, Empowerment can be an effective tool (Nykodym,
Simonetti, Nielsen, & Welling, 1994).
Numerous studies have been conducted on the influence of
work ethics on job satisfaction and found a positive relationship
between them (Ali & Al-Kazemi, 2007; Hussein et al., 2010;
Okpara & Wynn, 2008). While other researchers found weak or
no significant influence of work ethics on job satisfaction (Elkins,
2007; Komari & Djafar, 2013). Thus it becomes crucial to
investigate the influence of work ethics on job satisfaction of
employees.
There have been many studies investigated on the rela-
tionship between ethics and job satisfaction, however, the
studies investigating the impact of work ethics on job satisfaction
are limited. Research relating to ethics and organizational
performance (Miller et al., 2002); (Furnham, 1982); (Petty & Hill,
2017); (Abdi et al., 2014) productivity (Hamilton-Attwell, 1998;
Turnipseed, 2002); (Koonmee et al., 2010), job satisfaction
(Vitell & Davis, 1990); (Kowal & Roztocki, 2015); (Mahembe &
Chipunza, 2014), behavior (Thau et al., 2015); (Fu, 2014),
organizational commitment (Murtaza et al., 2016a); (Abdi et al.,
2014) were found to have significant positive relationships. A
critical review of these studies finds that while the relationship
between ethics and productivity, organizational performance
and job satisfaction behavior have been investigated in the
individual settings, the relationship between work ethics and job
satisfaction together have not discussed critically. Thus the
present study examines the relationship between work ethics
and job satisfaction among banking employees.
2.4. Work ethics enhancing job satisfaction
for research oriented work
The primary objective of ethics enhancing job satisfaction is
to create appropriate conditions for researchers who need the
motivation to get engaged in research oriented work. Work
ethics is a collection of values and morality that is used to
describe the action and behavior of people and compare them
by their culture (Geren, 2011). There are several components of
work ethics discussed and highlighted by previous studies. This
study focuses on components of work ethics like care, ethics
code, regulations, instrumental, independence, hard work, and
work as goal and time utilization. Measuring the concept of work
ethics, in reality, is a multi-dimensional concept that focuses on
work environment, focuses on a variety of subjects from leisure,
and morality.
Care is defined as the attitude of the employees towards
their colleagues and other people inside and outside the
organization. When the employees get additional benefits and
compensation from the company, they care for the company too
by obeying professional codes ethically.
The ethics code is defined as the ethical code based on the
professions of the individual employee. For the ethical behavior
of the employees work ethics play an important role in the orga-
nization. Work ethics of the employee helps the organization to
understand the behavior of the employee ethically (Valentine &
Barnett, 2007a). Code of ethics have been considered by Elçi
and Alpkan (2009) that confirmed work attitude and job satis-
faction.
Rules set for the employees to obey visualizing their attitude
is considered as regulations. Increase in ethical behavior of
employees encourages work regulation in the organization
(Kaptein, 2008). Thus it is very important for the organization to
control the work behavior of employees that will eventually
improve their loyalty and satisfaction. Organizations that focus
on pay and employee participation increases the commitment of
the employees to the organizations.
Instrumental is defined as selflessness among employees
towards their colleagues in the organization. Victor and Cullen
(1988) investigated on the factors of work ethics like caring,
instrumentality, regulation and found that work ethics helps to
prevent issues that will be effective to the organization and
employees. In the recent research performed by Shacklock,
Manning, and Hort (2011) approach to the development and
measurement of instrumental ethics lead to work satisfaction.
They also defined instrumental as the degree to which employee
look out their own interest.
The degree to which employees are guided by their moral
beliefs personally is considered as independence (Shacklock
et al., 2011). Employees have the right to be guided by their own
interests in the organization. Each employee in the organization
confirms what is right and wrong. The dimensions associated
with independence with the principal of ethics are related to the
employee’s personal and moral beliefs. Employees focus on
themselves and are guided by their own personal ethics.
Employees that have the attitude to work hard in the or-
ganization is defined as hard work. Faithful involvement and
commitment to work lead to decrease unethical behavior like
begging, laziness, and a waste of time. Quality of work was found
to be more important than hard work with an integral component
of motivation and human life.
The behavior and the decision making of the employees
have been influenced in the work environment; operationali-
zation of the field of psychology includes distinguishing proof of
the set of highlights of the social environment. Koh and El'Fred
(2001) investigated the relationship between work values and
organization's responsibility taking into account a specimen of
employees in Singapore and found that inherent work qualities
relate more similar to organizational responsibility than extrinsic
work values.
While most of the empirical studies have focused on the role
of work values, involvement, motivation, attitude on ethical be-
havior, an important area of research is to examine the
consequences when work ethics of individuals are perceived to
improve their job satisfaction. Managers can favorably influence
organizational outcomes by supporting and rewarding ethics of
individual employees (Koh and Elfred, 2001). Thus, the hypo-
thesis tested in this paper can be stated as:
H1: Quality Work ethics (Care, Ethics code, Regulations,
instrumental, independence, hard work, and work as a goal) of
the individual employees are perceived to have a positive
influence on job satisfaction.
3. Methodology
The database consisted of front line executives (n = 89)
employed in three major commercial banks each of them
covering five branches in Amman Jordan. We distributed 100
surveys, out of which we are able to collect 93 responses. Four
responses were found to have incomplete information and
Q U A L I T Y
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Vol. 20, No. 168/ February 2019
Authors Relationship
between ethics and
(Hamilton-Attwell, 1998 Turnipseed, 2002)
(Koonmee, Singhapakdi, Virakul, & Lee, 2010) Productivity
(Miller, Woehr, & Hudspeth, 2002) (Furnham,
1982) (Petty & Hill, 2017) (Abdi, Nor, & Radzi,
2014)
Organizational
performance
(Vitell & Davis, 1990) (Kowal & Roztocki,
2015) (Mahembe & Chipunza, 2014) Job Satisfaction
(Thau, Derfler-Rozin, Pitesa, Mitchell, &
Pillutla, 2015) (Fu, 2014) Behavior
(Murtaza et al., 2016a) (Abdi et al., 2014) Organizational
commitment
Table1. Previous studies on ethics
Source: Prepared by the authors
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therefore they were excluded. It was not an easy task to reach
out all the banking employees and thus the study sample was
limited to 89 responses with the response rate of 89%. All the
banks were in the metropolitan areas of Amman. 76% of the
respondents were male and most of them were having a gra-
duate degree. The mean age of the respondents was 33.8 (34)
years (SD = 6.79 years). The mean experience level was 7.91
years (SD = 5.04 years).
3.1. Procedure
A self-administered survey questionnaire was delivered
personally to the front line managers of Jordan banks with
probability sampling technique. The survey was in English and
Arabic in order to avoid any response bias. The survey included
demographic information of the employees together with the
constructs of work ethics and job satisfaction. Measures of work
ethics and job satisfaction employed a 5 point Likert scale with
(1) indicating less important and (5) indicating high important.
3.2. Findings
The analysis involved descriptive statistics and bivariate
correlations between each dimension of work ethics with the job
satisfaction of the employees. The measures for the work ethics
was scored such that high score indicated high important. Thus,
positive correlation indicated support for the hypothesis:
increase in work ethics will lead to increase job satisfaction of
the employees.
4. Results
The mean, standard deviations and alpha coefficient of the
constructs analyzed in this paper are reported in Table 2. The
alpha coefficient for the constructs ranges from 0.68 to 0.89.
That is some of the variables was having less alpha coefficient
than the criteria of 0.70 (Hair et al, 1998). In particular work
ethics with instrument and independence have an alpha
coefficient of 0.68 and 0.65 respectively.
As suggested by previous referees like (Tavakol & Dennick,
2011; Vaske, Beaman, & Sponarski, 2017) the item inter-
correlation may be the reason for low reliability. It was found that
after dropping the third item from the independence dimension
of work ethics the alpha coefficient was improved from 0.65 to
0.72. Also dropping the second item from the instrumental
dimension of work ethics the alpha coefficient was improved
from 0.68 to 0.74. The cronbach’s alpha statistic was consistent
with the measures of other studies like (Khan, Abbas, Gul, &
Raja, 2015; Valentine, Fleischman, & Godkin, 2015) of job
satisfaction. When the level of job satisfaction in the workplace,
the analysis follows the weighted average of the employee’s
response in each workplace (de Menezes, 2012).
As shown in Table 3, all the correlations were significant at
the 0.01 level. Thus the hypothesis of having significant co-
rrelations between dimensions of work ethics and job satis-
faction was high. Amongst the dimensions of work ethics,
instrumental was found to have a high significant correlation with
the job satisfaction. Instrumental stands for selflessness among
employees in the organization. Employees feel more satisfied
when they are concern more with the needs and wishes of
others than that of its own. The correlations between the work
ethics of the front line employees and their job satisfaction are
summarized in Table 3.
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Vol. 20, No. 168/ February 2019
Variable Mean Standard Deviation Alpha coefficient
Care 3.97 1.43 0.79
Ethics code 4.28 1.12 0.77
Regulations 4.09 1.25 0.89
Instrumental 3.93 1.21 0.74*
Independence 4.73 1.16 0.72*
Hard work 3.95 1.01 0.81
Work as goal 4.42 1.05 0.82
Job satisfaction 4.53 1.05 0.81
* Revised alpha coefficient after removal of one item from the
original measurement.
Table 2. Descriptive Statistics and alpha coefficient
Dimensions of work ethics correlated
with job satisfaction of the employees Correlation
Care 0.488**
Ethics code 0.495**
Regulations 0.531**
Instrumental 0.535**
Independence 0.504**
Hard work 0.438**
Work as goal 0.481**
N = 89. ** p<0.01; Two tailed
Table 3. Bivariate correlations
Note: Extraction Method: Principal Component Analysis;
Rotation Method: Varimax with Kaiser Normalization; C - Care;
EC – Ethical code; IT – Instrumental; RE – Regulations; HW –
Hard work; CG – Career goals; IN – Independence; JS – Job
satisfaction
Table 4. Factor loadings
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Generally, the findings of the study were consistent with the
findings of previous literature studies on ethics. As compared to
the findings of previous literature Koh and Elfred (2001), the
current findings are stronger and possess a significant rela-
tionship between quality work ethics and job satisfaction. In
contrast, Viswesvaran et al (1998) found only one dimension of
ethics having a positive correlation on job satisfaction.
Quality work ethics and job satisfaction were found to be
separate factors as shown in Table.4. The factor loadings
ranged from 0.502 to 0.92 and the three care items caring of
people inside and outside the organization (0.55), good for all
employees (0.593) and best for everyone in the organization
(0.502) had low factor loadings. All the other measurements for
the constructs were in the range of factor loading.
4.1. Regression analysis
Hierarchal level regression analysis was conducted to test
the hypothesis 1. Hypothesis 1 suggested a positive influence of
quality work ethics on job satisfaction. The result presented in
Table.5 showed that factors of quality work ethics are positively
associated with employee job satisfaction. Employee
independence, hard work and work goal under quality work
ethics was found to have high integration towards employee job
satisfaction (p value <0.05).
However, there was no evidence found for ethical code,
regulations and instrumental influencing employee job satis-
faction. The link between quality work ethics and employee job
satisfaction was confirmed. It was worth noticing that Table 5
also shows weak interaction between care, ethical code,
regulations and instrumentals with employee job satisfaction,
which is the subject of investigation (p value > 0.05). This may
indicate that employees may experience unfit with the regu-
lations they are bounded within the organization and that makes
them uncomfortable. It is crucial for the organization to take
proper care of their employees.
5. Managerial Implications
Thus, favorable ethics is associated with job satisfaction with
important implications. Work ethics and job satisfaction go hand
in hand. Hard work and diligence are the examples of work
ethics. Thus the managers must provide the moral benefit to
work and ability to the employees. Ethics must be reliable, good
social skills and positive initiatives. An employee having good
work ethics is more eligible for selected positions, more
responsibility and promotion. Whereas, the employee who fails
to exhibit good work are not promoted or given greater res-
ponsibility.
The main purpose of this study was to assess the role of
quality work ethics on job satisfaction of employees. The result
of this study revealed that banking employee’s ethics influence
their job satisfaction potentially. Furthermore, it was also found
that commitment of the employees play a crucial role enhancing
the relationship between ethics and satisfaction. Employees are
willing to perform their task because they have positive feelings
and emotions towards the company. However, it will be
challenge to change work quality of an employee with the
implementation of policies of what economists calls them a
Pareto improvement.
This study helps the managers and individuals to understand
theoretically and practically how the work ethics with reference
to quality stimulate job satisfaction. Theoretically, many studies
have explored the influence of organizational ethics on per-
formance or satisfaction. Yet, seldom research has focused on
work ethics of employees in the banking sector. Practically this
study will help the organization to reduce their turnover and
would support their employees to develop strong ethical be-
havior. It is suggested to the management leaders that produ-
cing a constructive job attitude and organizational outcomes can
be fulfilled with work ethics. The result highlighted the impor-
tance of work ethics with emphasis laid on employees. The
findings of having independency and work goals as an important
factor of work ethics are very important for the banking pro-
fessionals to keep their workforce satisfied. It is the respon-
sibility of the employees and the organization to tackle ethical
issues in the workplace.
6. Conclusion
Quality work ethics is important for an individual wellbeing.
As employees reciprocate their efforts, retention and enga-
gement towards their work, they are highly satisfied in return.
Ethical concerns by individuals in the organization have been
the main focus of the study in recent years. Research examining
individual concern of work ethics postulated to affect job
satisfaction is almost nonexistent. Due to the globalization of
businesses, there is an urgent need to perform an empirical
investigation on quality work ethics towards job satisfaction of
the individuals. This study investigated the correlation between
quality work ethics dimensions and job satisfaction and the
result obtained from bivariate correlations indicated a significant
positive link between all the constructs. These findings imply
that work ethics is one of the key attributes that can increase
employee’s job satisfaction together with other organizational
outcomes. Most importantly, it is crucial for the managers to be
aware that increasing employee’s job satisfaction can lead to
increased organizational commitment, lower labour turnover
and improve productivity. This study used to care, ethical code,
regulations, instrumental, independence, hard work and work
goal as the dimensions of quality work ethics. However, the
quality work ethics program can go beyond these components.
The study found a significant contribution by work ethical di-
mensions like independence, hard work and work goals on job
satisfaction. Furthermore, it was also revealed that it is a big
challenge for the banks to maintain the satisfaction level of their
employees.
7. Emerging issues for future research
on work ethics and job satisfaction
Review of literature on ethics has noticed a surge in
research on ethical behavior. However, very little research has
focused on quality work ethics of employees as individual
consequences. A key issue identified is the lack of theory about
the nature of strong work ethics in the employees. Ethics is
concerned with working goals and time utilization to fulfil the
task wisely but a distinctive approach to this concern that
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Vol. 20, No. 168/ February 2019
Note: Dependent variable: Job satisfaction
N=89; *p <0.10; **p < 0.01; ***p < 0.001
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QUALITY MANAGEMENT
matters is lacking. There is a little consensus on developing a
theory of ethics. This study proposed that focusing on something
like expectancy theory would provide a sensible rationale for the
ethical practices. Expectancy theory configures depending on
rewards and motivation indicating satisfaction can be
considered with high performance. The alternative approach is
to use the statistical method and to see what emerges from
factor analysis. We would also care of corporate social
responsibility associated with ethics and job satisfaction. Finally,
there is a need to be cautious about the validity assumption
while performing the data collection on the basis of different
corporate departments. Finally, future research should be
performed taking into consideration the consequences of quality
and strong work ethics at international level.
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Vol. 20, No. 168/ February 2019
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Q U A L I T Y
Access to Success
Vol. 20, No. 168/ February 2019
Code Measurement items
Care1 I take care of people inside and outside organization
Care2 Good for all the employees in the organization is most important concern
Care3 What is best for everyone is the major concern in this organization
Ethic code1 I make decision based on professional code of ethics
Ethic code2 Employees in this organization are expected to strictly follow legal standard
Ethic code3 First consideration for the organization is to check whether employee decision violates any law
Ethic code4 The law or ethical code of employee’s profession is major concern
Regulation1 I obey rules set for employee working attitude
Regulation2 Every employee must stick to organization’s rules and regulations
Regulation3 It is very important to follow organization’s rules and procedures
Regulation4 Organizational policies are strictly obeyed in this organization
Instrument1 I am instrumental among people within the organization
Instrument2 Employees protect other consideration rather than protecting their own interest
Instrument3 Organization’s interest is not hurt during the work consideration
Instrument4 Employees can do anything further to protect organization’s interest
Independent1 I consider moral beliefs based on principles
Independent2 Employees have right to decide what is right and wrong
Independent3 Own personal and moral beliefs of employees are followed
Hard work1 I am always willing to work
Hard work2 I have positive attitude towards work
Hard work3 Working efficiently is my major concern
Work goal1 I am always self-esteemed with the work I do
Work goal2 Employees always attempts to improve their efficiency
Work goal3 Employees are always highly motivated
Work goal4 Employees set their tasks and attempts to fulfill them
JS1 I am satisfied with remuneration provided by the organization
JS2 I am satisfied with the career opportunity provided by the organization
JS3 I am satisfied working with co-workers in the organization
JS4 Supervisor is able to provide technical assistance and support to me
JS5 Job is interesting to me
JS6 I am satisfied with the training provided to me
APPENDIX
