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dc.contributor.authorGuerci, M
dc.contributor.authorRadaelli, Giovanni
dc.contributor.authorSiletti, Elena
dc.contributor.authorCirella, Stefano
dc.contributor.authorRami Shani, A B
dc.date.accessioned2019-09-25T11:11:47Z
dc.date.available2019-09-25T11:11:47Z
dc.date.created2016-02-03 17:19
dc.date.issued2015
dc.identifieroai:repository.essex.ac.uk:15431
dc.identifierGuerci, M and Radaelli, Giovanni and Siletti, Elena and Cirella, Stefano and Rami Shani, A B (2015) 'The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective.' Journal of Business Ethics, 126 (2). pp. 325-342. ISSN 0167-4544
dc.identifier.urihttp://hdl.handle.net/20.500.12424/245893
dc.description.abstractThe increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating role played by their employees’ perception of corporate sustainability. Findings demonstrate that ability-enhancing practices (i.e. recruiting, selection and training) and opportunity-enhancing practices (i.e. job design, industrial relationships and employee involvement) improve benevolent and principled organizational ethical climates, while motivation-enhancing practices (i.e. performance management, compensation and incentives) rather than being related to these organizational ethical climates, are linked to the egoistic climate. In addition, the perceptions of the company’s employees in terms of corporate sustainability moderate these relationships, by reinforcing the positive relationships of ability-enhancing and motivation-enhancing HRM practices in terms of benevolent and principled ethical climates and by reducing the positive relationships between motivation-enhancing practices and egoistic climate. Specific implications for HRM research, teaching and practice are then advanced and discussed.
dc.publisherSpringer
dc.relation.ispartofhttp://repository.essex.ac.uk/15431/
dc.relation.ispartofhttp://dx.doi.org/10.1007/s10551-013-1946-1
dc.relation.ispartofdoi:10.1007/s10551-013-1946-1
dc.subjectHD28 Management. Industrial Management
dc.titleThe Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective
dc.typeArticle
ge.collectioncodeBA
ge.dataimportlabelOAI metadata object
ge.identifier.legacyglobethics:6428175
ge.identifier.permalinkhttps://www.globethics.net/gel/6428175
ge.lastmodificationdate2016-03-21 12:35
ge.submissions0
ge.oai.exportid148650
ge.oai.repositoryid7791
ge.oai.setnameStatus = Published
ge.oai.setnameSubject = H Social Sciences: HD Industries. Land use. Labor: HD28 Management. Industrial Management
ge.oai.setnameType = Article
ge.oai.setspec7374617475733D707562
ge.oai.setspec7375626A656374733D48:4844:48443238
ge.oai.setspec74797065733D61727469636C65
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ge.setnameGlobeEthicsLib
ge.setspecglobeethicslib
ge.linkhttp://repository.essex.ac.uk/15431/
ge.linkhttps://dx.doi.org/10.1007/s10551-013-1946-1


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