Organizational ethical climate, perceived organizational support, and employee silence: A cross-level investigation

Human Relations

Volumn 66, Issue 6, 2013, Pages 783-802

  Wang, Yau De ^a   Hsieh, Hui Hsien ^a  

^a NATIONAL CHIAO TUNG UNIVERSITY   (Taiwan)

Author keywords

acquiescent silence; defensive silence; employee silence; ethical climate; multilevel analysis; perceived organizational support

Indexed keywords

EID: 84878607183     PISSN: 00187267     EISSN: 1741282X     Source Type: Journal    
DOI: 10.1177/0018726712460706     Document Type: Article

References (54)

1. Anderson JC,Gerbing DW.Structural equation modeling in practice: A review and recommended two-step approach.Psychological Bulletin. 1988;103 (3): 411-423.
2. Argyris C,Schön DOrganizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley; 1978:.
3. Ashforth BE,Anand V.The normalization of corruption in organizations.Research in Organizational Behavior. 2003;25:1-52.
4. Bartels LK,Harrick E,Martell K,Strickland D.The relationship between ethical climate and ethical problems within human resource management.Journal of Business Ethics. 1998;17 (7): 799-804.
5. Bauer DJ,Preacher KJ,Gil KM.Conceptualizing and testing random indirect effects and moderated mediation in multilevel models: New procedures and recommendations.Psychological Methods. 2006;11 (2): 142-163.
6. Bies RJVoice and Silence in Organizations. Greenberg JEdwards MS, ed. Bingley: Emerald Group Publishing; 2009:157-171.
7. Blau PM,Scott WRFormal Organizations: A Comparative Approach. Oxford: Chandler; 1962:.
8. Bliese PDMultilevel Theory, Research, and Methods in Organizations. Klein KJKozlowski SWJ, ed. San Francisco, CA: Jossey-Bass; 2000:349-381.
9. Brinsfield CT,Edwards MS,Greenberg JVoice and Silence in Organizations. Greenberg JEdwards MS, ed. Bingley: Emerald Group Publishing; 2009:3-33.
10. Brown ME,Treviño LK,Harrison DA.Ethical leadership: A social learning perspectivefor construct development and testing.Organizational Behavior and Human Decision Processes. 2005;97 (2): 117-134.
11. Chan D.Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models.Journal of Applied Psychology. 1998;83 (2): 234-246.
12. Deshpande SP.Impact of ethical climate types on facets of job satisfaction: An empirical investigation.Journal of Business Ethics. 1996;15 (6): 655-660.
13. Eisenberger R,Huntington R,Hutchison S,Sowa D.Perceived organizational support.Journal of Applied Psychology. 1986;71 (3): 500-507.
14. Eisenberger R,Cummings J,Armeli S,Lynch P.Perceived organizational support, discretionary treatment, and job satisfaction.Journal of Applied Psychology. 1997;82 (5): 812-820.
15. Hofmann DA,Gavin MB.Centering decisions in hierarchical linear models: Implications for research in organizations.Journal of Management. 1998;24 (5): 623-641.
16. James LR,Demaree RG,Wolf G.An assessment of within-group interrater agreement.Journal of Applied Psychology. 1993;78 (2): 306-309.
17. Johannesen RL.The functions of silence: A plea for communication research.Western Speech. 1974;38 (1): 25-35.
18. Khatri N,Brown GD,Hicks LL.From a blame culture to a just culture in health care.Health Care Management Review. 2009;34 (4): 312-322.
19. Kish-Gephart JJ,Detert JR,Treviño LK,Edmondson AC.Silenced by fear: The nature, sources, and consequences of fear at work.Research in Organizational Behavior. 2009;29:163-193.
20. Kohlberg LThe Psychology of Moral Development: Essays on Moral Development. San Francisco, CA: Harper & Row; 1984:.
21. Krull JL,MacKinnon DP.Multilevel modeling of individual and group level mediated effects.Multivariate Behavioral Research. 2001;36 (2): 249-277.
22. Leung ASM.Matching ethical work climate to in-role and extra-role behaviors in a collectivist work setting.Journal of Business Ethics. 2008;79 (1-2): 43-55.
23. Litzky BE,Eddleston KA,Kidder DL.The good, the bad, and the misguided: How managers inadvertently encourage deviant behaviors.Academy of Management Perspectives. 2006;20 (1): 91-103.
24. Marks ML,Mirvis PH,Hackeet EJ,Grady JF.Employee participation in a quality circle program: Impact of quality of work life, productivity, and absenteeism.Journal of Applied Psychology. 1986;71 (1): 61-69.
25. Martin KD,Cullen JB.Continuities and extensions of ethical climate theory: A meta-analytic review.Journal of Business Ethics. 2006;69 (2): 175-194.
26. Merton RKSocial Theory and Social Structure. New York: Free Press; 1957:.
27. Milliken FJ,Morrison EW,Hewlin PF.An exploratory study of employee silence: Issues that employees don't communicate upward and why.Journal of Management Studies. 2003;40 (6): 1453-1476.
28. Morgeson FP,Hofmann DA.The structure and function of collective constructs: Implications for multilevel research and theory development.Academy of Management Review. 1999;24 (2): 249-265.
29. Morrison EW.Employee voice behavior: Integration and directions for future research.Academy of Management Annals. 2011;5 (1): 373-412.
30. Morrison EW,Milliken FJ.Organizational silence: A barrier to change and development in a pluralistic world.Academy of Management Review. 2000;25 (4): 706-725.
31. Pinder CC,Harlos KP.Employee silence: Quiescence and acquiescence as responses to perceived injustice.Research in Personnel and Human Resources Management. 2001;20:331-369.
32. Podsakoff PM,MacKenzie SB,Lee JY,Podsakoff NP.Common method biases in behavioral research: A critical review of the literature and recommended remedies.Journal of Applied Psychology. 2003;88 (5): 879-903.
33. Premeaux SF,Bedeian AG.Breaking the silence: The moderating effects of self-monitoring in predicting speaking up in the workplace.Journal of Management Studies. 2003;40 (6): 1537-1562.
34. Raudenbush SW,Bryk ASHierarchical Linear Models: Applications and Data Analysis Methods. 2002) Hierarchical Linear Models: Applications and Data Analysis Methods, 2nd edn.Thousand Oaks, CA: SAGE.Thousand Oaks, CA: SAGE; 2002:.
35. Rhoades L,Eisenberger R.Perceived organizational support: A review of the literature.Journal of Applied Psychology. 2002;87 (4): 698-714.
36. Rothwell GR,Baldwin JN.Ethical climates and contextual predictors of whistle-blowing.Review of Public Personnel Administration. 2006;26 (3): 216-244.
37. Rothwell GR,Baldwin JN.Ethical climate theory, whistle-blowing, and the code of silence in police agencies in the state of Georgia.Journal of Business Ethics. 2007;70 (4): 341-361.
38. Ryan KD,Oestreich DKDriving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity, and Innovation. San Francisco, CA: Jossey-Bass; 1991:.
39. Schwab DPResearch Methods for Organizational Studies. 2005) Research Methods for Organizational Studies, 2nd edn.Mahwah, NJ: Erlbaum.Mahwah, NJ: Erlbaum; 2005:.
40. Scott RL.Dialectical tensions of speaking and silence.Quarterly Journal of Speech. 1993;79 (1): 1-18.
41. Somers MJ.Ethical codes of conduct and organizational context: A study of the relationship between codes of conduct, employee behavior and organizational values.Journal of Business Ethics. 2001;30 (2): 185-195.
42. Tangirala S,Ramanujam R.Employee silence on critical work issues: The cross level effects of procedural justice climate.Personnel Psychology. 2008;61 (1): 37-68.
43. Tsai MT,Huang CC.The relationship among ethical climate types, facets of job satisfaction, and the three components of organizational commitment: A study of nurses in Taiwan.Journal of Business Ethics. 2008;80 (3): 565-581.
44. Vakola M,Bouradas D.Antecedents and consequences of organizational silence: An empirical investigation.Employee Relations. 2005;27 (5): 441-458.
45. Valentine S,Greller MM,Richtermeyer SB.Employee job response as a function of ethical context and perceived organization support.Journal of Business Research. 2006;59 (5): 582-588.
46. Van Dijk C,van den Ende J.Suggestion systems: Transferring employee creativity into practicable ideas.R & D Management. 2002;32 (5): 387-395.
47. Van Dyne L,Ang S,Botero IC.Conceptualizing employee silence and employee voice as multidimensional constructs.Journal of Management Studies. 2003;40 (6): 1359-1392.
48. Vardi Y.The effects of organizational and ethical climates in misconduct at work.Journal of Business Ethics. 2001;29 (4): 325-337.
49. Victor B,Cullen JBResearch in Corporate Social Performance and Policy. Frederick WC, ed. Greenwich, CT: JAI Press; 1987:51-71.
50. Victor B,Cullen JB.The organizational bases of ethical work climates.Administrative Science Quarterly. 1988;33 (1): 101-125.
51. Walumbwa FO,Schaubroeck J.Leadership personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety.Journal of Applied Psychology. 2009;94 (5): 1275-1286.
52. Westmarland L.Police ethics and integrity: Breaking the blue code of silence.Policing and Society. 2005;15 (2): 145-165.
53. Wimbush JC,Shepard JM.Toward an understanding of ethical climates: Its relationship to ethical behavior and supervisory influence.Journal of Business Ethics. 1994;13 (8): 637-647.
54. Wimbush JC,Shepard JM,Markham SE.An empirical examination of the relationship between ethical climate and ethical behavior from multiple levels of analysis.Journal of Business Ethics. 1997;16 (16): 1705-1716.