Organizational ethics

Background: “Organizational trauma" and "organizational ethics” are the key variables of interest to researchers in the field of organizational management. Therefore, the present study examined the relationship between organizational trauma and organizational ethics of staff in Urmia University and sought to determine whether organizational trauma has a significant relationship with organizational ethics. Method: This study is applied, from the perspective of purpose; and descriptive-correlational, from that of research design. A sample of 230 employees was randomly drawn out of 630 employees of Urmia University as the statistical population. The data was collected using two standard questionnaires of organizational trauma and organizational ethics, and analyzed using partial least squares structural equation modeling (PLS-SEM). Results: The results showed that organizational trauma can overshadow organizational ethics up to 33 percent. The path coefficient of organizational trauma and organizational ethics variables was measured to be 2.52, which is more than 1/96 at the error rate of 0.05. Conclusions: According to the statistical results, research hypothesis was confirmed, and it was concluded that organizational trauma has a significantly negative impact on organizational ethics.

Introduction: Managers' narcissism as one of the most important personality dimensions can affect the decisions and behaviors of managers. The purpose of this study is to predict organizational ethics and justice based on managers' narcissism according to the behaviorist approach. Material and Methods: Based on the purpose of the research, this is an applied research. The method of this research is descriptive-correlational. The statistical population of the present study is the managers and employees of all companies under the National Pension Fund. Using Morgan table and simple random method, 384 people were selected as the final sample of the study. In order to measure the narcissism of managers, organizational justice and organizational ethics, the standard questionnaires of Ames narcissistic personality (2006), Niehoff and Moorman questionnaire (1993) and the questionnaire of Chyekoh et al. (2004) were used, respectively. In order to evaluate the validity, the construct validity method was used and also the reliability of the research tool was evaluated through Cronbach's alpha coefficient. Analytical methods using SPSS software were used to analyze the research hypotheses. Results: The results showed that managers' narcissism has a negative and significant relationship with organizational ethics and justice. Conclusion: With increasing narcissism in managers, organizational ethics and justice decreases significantly. The tendency to self-grandiose makes power and management an attractive occupation for the narcissist, and this leads to the break of ethics and justice in order to obtain and maintain this position.

Introduction: Given the environmental conditions and the complexity of factors affecting organizational behavior, designing indigenous models to identify and strengthen the ethical components of employees’ organizational loyalty holds significant importance. This study aimed to design a model of organizational loyalty among the staff employees of the Lorestan Province Department of Education, considering ethical, social, and personality components. Material and Methods: This study is classified as qualitative research. The research population included management professors, administrative managers, and experts with experience in teaching or managing in the field of organizational behavior in Lorestan Province. Using purposive or judgmental sampling, 15 individuals were selected as the research sample. Data collection tools included library studies to develop the theoretical framework and review the literature, semi-structured interviews to extract expert opinions, the Delphi technique for aligning and clarifying viewpoints and determining theoretical consensus, and finally, a questionnaire to validate the conceptual model. The collected qualitative data were analyzed using coding and thematic analysis. Results: Ultimately, the research model was developed based on the extraction of seven components (motivational, ethical leadership, environmental, empowerment, acceptability, innovation, and organizational ethics) and 62 codes. Conclusion: Overall, according to the final model of the present study, organizational loyalty is the result of a systematic interaction among ethical, social, and personality variables. Therefore, simultaneous attention to external organizational and intra-personal factors through supportive policies, training development, improvement of the managerial structure, and strengthening of organizational culture can lead to increased employee loyalty and productivity