This study examines the impact of Islamic Work Ethic on organizational citizenship behaviors and knowledge-sharing behaviors among university employees in Pakistan. A total of 215 respondents from public sector educational institutions participated in this research. The findings suggest that IWE has a positive effect on OCBs. In other words, individuals with high IWE demonstrate more citizenship behaviors than those with low IWE. The findings also suggest a positive effect of IWE on KSBs. Individuals with high IWE exhibit more KSBs than (...) those with low IWE. The paper also discusses the theoretical and practical implications of these findings. (shrink)

Using a time-lagged design, we tested the main effects of Islamic Work Ethic (IWE) and perceived organizational justice on turnover intentions, job satisfaction, and job involvement. We also investigated the moderating influence of IWE in justice–outcomes relationship. Analyses using data collected from 182 employees revealed that IWE was positively related to satisfaction and involvement and negatively related to turnover intentions. Distributive fairness was negatively related to turnover intentions, whereas procedural justice was positively related to satisfaction. In addition, procedural justice was (...) positively related to involvement and satisfaction for individuals high on IWE however it was negatively related to both outcomes for individuals low on IWE. For low IWE, procedural justice was positively related to turnover intentions, however it was negatively related to turnover intentions for high IWE. In contrast, distributive justice was negatively related to turnover intentions for low IWE and it was positively related to turnover intentions for high IWE. (shrink)

Drawing from research on ethical leadership, psychological capital, and social learning theory, this study investigated the mediating effects of goal congruence and psychological capital in the link between supervisors’ ethical leadership style and followers’ in-role job performance. Data captured from 171 employees and 24 supervisors showed that ethical leadership has a positive effect on followers’ in-role job performance, yet this effect is explained through the role of psychological capital and follower–leader goal congruence, providing evidence of mediation. These findings have significant (...) implications for research and practice. (shrink)

Although extant literature has covered the differences between unethical behaviors in relation to perpetrators and targets, most of this research has not considered the effects of observed unethical behaviors on employees. In this study, we focus on observed unethical behaviors of peers targeted at their organization and examine how witnessing a peer engage in an organizationally targeted unethical behavior would impact the observer. Drawing on cognitive appraisal theory, we propose that organizational identification will inform emotions, which in turn will shape (...) employee silence, depending on how employees appraise the observed unethical behavior. We theorize that peer unethical behaviors would induce anger, anxiety, and vicarious shame, which will guide employees’ quiescent and prosocial silence behaviors. In addition, we suggest that the proposed relationships would vary with the level of organizational identification. With a sample of 329, results from a between-subject scenario study generally supported our hypotheses. There was a combined effect of peer unethical behaviors and organizational identification on anger, anxiety, and shame, which in turn led to employee silence in the cases of anxiety and shame. (shrink)

Business Ethics: A European Review, EarlyView.

Drawing from research on person–organization fit, work engagement, and emotional intelligence, this study investigates the mediating role of work engagement in the link between goal congruence and organizational deviance, as well as how this mediating effect might be moderated by emotional intelligence. Data captured from 272 employees of four IT companies show that the goal congruence between employees and their supervisor negatively affects the former’s organizational deviance, though this effect disappears when controlling for the intermediate role of work engagement. Further, (...) emotional intelligence moderates both the positive relationship between goal congruence and work engagement and the negative relationship between work engagement and organizational deviance, such that these relationships become invigorated at higher levels of emotional intelligence. The findings also reveal that the indirect effect of goal congruence on organizational deviance through work engagement is more pronounced at higher levels of emotional intelligence, which offers evidence of moderated mediation. These findings have significant implications for research and practice. (shrink)