ARTICLE INFO

Article Type

Original Research

Authors

Maleki   A. (*1)
Ghorbani   M. (2)
Nilipour-Tabatabaei   S.A. (3)






(*1) Shakhes Pajouh Research Institute of Natural Crisis Engineering, Isfahan, Iran
(2) Department of Management, Faculty of Humanities Science & Accounting, Mashhad Branch, Islamic Azad University, Mashhad , Iran
(3) Department of Industrial Engineering, Faculty of Industrial Engineering, Malek Ashtar University of Technology, Isfahan, Iran

Correspondence

Address: No. 357, East Allameh Ami-ni Avenue, Isfahan, Iran. Postal Code: 8158949191.
Phone: +98 (31) 32616243-5
Fax: +98 (51)32616246
mlkaz@yahoo.com

Article History

Received:  August  26, 2017
Accepted:  March 12, 2018
ePublished:  October 1, 2020

BRIEF TEXT


The employees are one of the most valuable resources in an organization and their behavior is of great importance. Ethical intelligence detects how people can distinguish good behavior from bad behavior.

Organizational citizenship behavior is the behavior of the staff to improve both personal efficacy and effectiveness of their performance [Organ et al., 2006]. Nowadays, managers should be able to build trust and protect it through ethics. Managers should set the highest ethical standards in their organizations. Ethical intelligence is a powerful approach for leaders and managers to increase the organization's efficacy [Esmaeili Tarzi et al., 2013]. The recognition of the impacts of various types of organizational trust on organizational citizenship behavior is of great help for managers [Shirazi et al., 2012]. It is expected that people with better ethical behavior have better organizational citizenship behavior [Nemati et al., 2016].

This study aimed to design a model for the effect of organizational trust management on organizational citizenship behavior using an ethical intelligence approach.

This research is developmental-empirical in terms of the purpose and qualitative-quantitative in terms of the methodology.

The statistical population includes the staff in financial and credit institutes in Khorasan Razavi in 2015 and 2016.

336 people were chosen using two-stage cluster sampling.

The data were collected using a questionnaire. The data were analyzed using the Delphi technique.

Some modifications were done on the organizational trust management and ethical intelligence components in exploratory factor analysis. Then, using the confirmatory factor analysis and structural equations, the organizational trust management model with ethical intelligence attitude to explain organizational citizenship behavior in financial and credit institutes of Khorasan Razavi was evaluated. According to the evaluation, the model is significant and a few insignificant variables were dropped. Finally, the research structural model was presented according to the structural equation modeling (Figure 2).The statistical population includes 42 managers and 294 staff in financial and credit institutes. 296 of the respondents (88.6%) were men. 172 respondents (51.5%) have a M.Sc. degree and 219 of them (65.6%) had worked for 5 years or less. The staff gave higher scores of the organizational trust management and ethical intelligence and their components in comparison to the managers' scores, while the managers' scores were higher in organizational citizenship behavior (Table 1). All model fit indicators of the organizational trust management with ethical intelligence attitude are significant and the model was fitted (p<0.05, table 2) Honesty with 77% is the most influential and sympathy with 36% is the least influential in ethical intelligence. Loyalty is the most and politeness is the least influential factor in organizational citizenship behavior (p<0.0001, Table 3).The relationship between ethical intelligence and organizational trust management and organizational citizenship behavior is significant. Ethical intelligence is 79% influential on organizational trust management and 67% influential on organizational citizenship behavior. The relationship between organizational trust management and organizational citizenship behavior is significant (p<0.0001, Table 4).

There is no comparison reported.

It is suggested to hold courses and workshops in the field of organizational citizenship behavior, prepare brochures, posters, and pictures to improve organizational citizenship behavior and its components and, also to provide incentives for the staff to address meta-role behavior and use organizational citizenship behavior in staff's performance evaluation.

One of the limitations of this research is the structural differences in financial and credit institutes since they might be private, semi-private, and public. Such structural differences affect the organizational trust of the staff. Another limitation is the scattered statistical population and difficulties in visiting those samples in further parts of the province.

Organizational trust management with an ethical intelligence attitude is influential in explaining the organizational citizenship behavior variance.

We tend to thank Dr. Ghorbani, Dr. Nilipour, Dr.Niroomand, managers and staff of the financial and credit institutes in Khorasan Razavi.

There is no conflicts of interest.

The trustworthiness principle is considered in this research.

This article is extracted from the author's Ph.D. thesis.

TABLES and CHARTS

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