Ethical Values & Organizational Image: Islamic Perspective

• Introduction
Ethics is a branch of philosophy which seeks to address questions about
morality, such as what the fundamental semantic, ontological, and epistemic
nature of ethics or morality is (meta-ethics), how moral values should be
determined (normative ethics), how a moral outcome can be achieved in specific
situations (applied ethics), how moral capacity or moral agency develops and
what its nature is (moral psychology), and what moral values people actually
abide by (descriptive ethics).

The Islamic religious perspective warrants considerable importance in the field of

global business ethics for five reasons. First, Islam provides a framework that
shapes the moral and ethical behavior of a growing number of Muslim
consumers around the globe. These consumers constitute about one quarter of
the total world population and represent a majority in more than 50 countries.
Second, an increasing number of Muslim countries represent some of the most
affluent consumers in the world. Islamic financial institutions, for example,
manage or control funds worth around $60 billion (De Belder, 1993). Third, there
has been an increasing level of foreign investment in Muslim countries over
recent years. Fourth, there is a growing momentum towards the formation of a
Muslim trading block. And fifth, the current political mood indicates that there
appears to be a definitive push towards greater islamisation of countries where
Muslims are in the majority (e.g. Egypt, Algeria, Pakistan, Sudan, Afghanistan to
name but a few) in the form of a return to the application of the Islamic law
(Shari’ah) to all facets of life and thought.

Business ethics may be understood as ‘how personal moral norms apply to the
activities and goals of commercial enterprise’ (Nash, 1993: 5). Business and
personal decisions need to be ethical because they affect guests, employees,
suppliers, friends, and families (Peceri, 1997). The goal of any ethics code is to
create an environment conducive to ethical behavior, because it is through
ethical behavior that guests’ needs will be met or exceeded, and the organization
will profit (Hogan, 1992). Creating ethical workplaces requires dealing with the
differences in standards within the workforce (Kapoor, 1991). Ethical people are
concerned for others and live their lives according to the highest level of human
principles (Fisher, 1998). Codes of ethics have been criticized for being too
generic and platitudinous, and without power to reward and punish, they are
often ineffective (Malloy & Fennell, 1998).

Luckily, in the world of business ethics, your employer helps you. In a nutshell,
their values are your values (in the context of work). Your freedom to choose
your own ethical values is somewhat limited. Considering the rash of corporate
scandals these days, the thought of following the corporation's values might not
be too comforting. Problem: Whose or what values can you trust? (Mark S.
Putnam, 2001)

You can have professional ethics, but you seldom hear about professional
morals. Ethics tend to be codified into a formal system or set of rules which are
explicitly adopted by a group of people. Thus you have medical ethics. Ethics are
thus internally defined and adopted, whilst morals tend to be externally imposed
on other people.

Ethics is at the heart of good management (Friedman & Friedman, 1988). Ethical
management is reflected in the way employees are treated and influences how
they perform their jobs (Waddock & Smith, 2000). When organizations operate
ethically, they can develop reputations for being reliable, trustworthy and
conscientious. This reduces transaction cost and increases customer loyalty
(Wong & Snell, 2003). Hospitality managers are personally accountable for the
ethical quality of their decisions as well as those of their subordinates (Van Hoof,
McDonald, Yu, & Vallen, 1996).
Professional organizations will often have codes of ethics for their memberships
to enhance the reputation of the particular industry and to reduce outside
regulation (Weinstein, 1993). Younger employees need particular attention in
terms of their higher tolerance for unethical behaviors, and ethical training is
strongly recommended for all employees (Wong, 1998). According toWiener &
Vardi (1990) culture is defined as a system of shared values which produce
normative pressures on members of organization. Ethical context and
organizational commitment Organizational commitment is commonly defined as
employees' interest in and connection to an organization (Hunt et al., 1989;
Meyer and Allen, 1997; Mowday et al., 1979). Employees who are committed to
their firms "tend to identify with the objectives and goals of their organizations
and want to remain with their organizations" (Hunt et al., 1989, p. 81).

The quality of the production process is of a paramount concern in Islamic ethics.

The Qur’an declares that pursuance of safe and high quality ideals is one aspect
of actualizing safe and reliable products and services for the customers (Al-
Qur’an 2:172,7; 7:160; 20:81; 2:168; 5:88; 8:69; 16:114; 23:51; 5:4; 5:5; 7:157).
In some of these Qur’anic verses the phrase “Eat pure things,” precedes “do
righteous deeds.” Put simply, these phrases are meant to impress and
emphasize the principle that righteous deeds are meaningless without purity in
matters pertaining to production, consumption, and marketing of pure and lawful
products and services.

Ethics is not definable, is not implementable, because it is not conscious; it

involves not only our thinking, but also our feeling (Valdemar W. Setzer; 1942).
Research shows that individuals and organizations are adversely affected when
commitment is low (Randall, 1987), and that both benefit when commitment is
high. Organizational commitment is associated with increased satisfaction (Hunt
et al., 1985), performance (Morris and Sherman, 1981), and organizational
adaptability (Angle and Perry, 1981), as well as decreased absenteeism
(Hammer et al., 1981) and employee turnover (Abelson, 1983).
Ethical Values such as honesty, integrity, responsibility, trust, team work,
leadership, organization citizenship, they all have a great impact on the image on
any organization.

Corporate ethical values are considered to be the composition of the individual

ethical values of managers and both the formal and informal policies on ethics of
the organization

If you want to change the culture, you will have to start by changing the
organization. (Mary Douglas; 1985).Ethical context and organizational
commitment Organizational commitment is commonly defined as employees'
interest in and connection to an organization (Hunt et al., 1989; Meyer and Allen,
1997; Mowday et al., 1979). Employees who are committed to their firms "tend to
identify with the objectives and goals of their organizations and want to remain
with their organizations" (Hunt et al., 1989, p. 81). . According to Schein (1985),
corporate values, as a major dimension of a corporate culture, define the
standards that guide the external adaptation and internal integration of
organizations. Organizations prefer having trustworthy employees–ethical
employees, and because traditional values have become less prevalent, written
codes of ethics may be necessary (Beasley, 1995).

Organizational image very much depend on ethical values. If employees are

practicing ethical values & norms within the organization, it will affect the overall
performance of the organization. We can also say that ethics are the rules &
regulations. If there are some well defined boundaries for the employees, it’s
easy for them to work. Positive reinforcement should also be done. For this
purpose some organizations also arrange some business ethics trainings for their
employees. Sometimes organizations also need negative reinforcement. The
purpose is to stop employees for using unethical values.
Giving importance to business ethics, therefore, is a core issue in employee
workplace effectiveness. As Peters & Waterman (1982) pointed out in their study
of excellent companies, nearly all the superior performance firms have at the
core a well-defined set of hared values, particularly ethical values (Hunt et al.,
1989). Ethic codes are utilized in an attempt to develop ethical contest (Cassell
et al. 1997; Hunt et al. 1989; Sims 1991). Research shows that individuals and
organizations are adversely affected when commitment is low (Randall, 1987),
and that both benefit when commitment is high. Organizational commitment is
associated with increased satisfaction (Hunt et al., 1985), performance (Morris
and Sherman, 1981), and organizational adaptability (Angle and Perry, 1981), as
well as decreased absenteeism (Hammer et al., 1981) and employee turnover
(Abelson, 1983).

There is reason to believe that the presence of codes may strengthen

employee’s perceptions of an organizational ethical values and practices. The
existence of ethic codes that formalize organizations ethical values should
positively influence sales professionals, perceptions organization’s ethical values.
The level of organizational commitment was associated with their perception of
their organization’s ethical values. Ethic codes represent a formalization of
organization’s concern with ethical behavior.

Individualism and uncertainty avoidance are positively associated with firm’s

ethics, whereas masculinity and power tend to be negatively associated
(Gnyawali, 1991; McGrath et al, 1992). Perceived management styles, ethical
precepts and problem-solving expectations, suggests even percolate into the
wider society, and may be identified among secondary school students and those
individuals within the school-work transition process. Emsler (1995). According
to Schein (1985), corporate values, as a major dimension of a corporate culture,
define the standards that guide the external adaptation and internal integration of
organizations. Most managers are more inclined to respect and prefer laws when
making difficult ethical decisions, and often trample their own values in business
when no laws apply (Whitney, 1990). Professional organizations will often have
codes of ethics for their memberships to enhance the reputation of the particular
industry and to reduce outside regulation (Weinstein, 1993).

After identifying ethical issues through their environmental scanning system,

managers must integrate the issues within their personal ethical framework. This
step assumes that managers' personal ethical frameworks agree with the ethical
frameworks of their organization. If managers' ethics conflict with their
organizations', there is a difficult conflict: managers must decide to compromise
their personal ethics leave their organizations or change their organizations'
ethics. Changing the ethics is much easier if managers are at a high
organizational level, with direct influence on the organizational values and
policies.
One of the most consistent findings in research on ethical decision-making is that
individuals tend to view themselves as more ethical than peers, co-workers,
supervisors, and others that they know (Ford and Richardson, 1994).
Recognizing the potentially substantial implications of this phenomenon, Messick
and Bazerman (1996) warned that an individual's perception that he or she is
more ethical than others might characterize that individual's attitudes about.

Person-organization fit is considered a key part of organizational selection and is

generally defined as "the compatibility between individuals and organizations"
(Kristof, 1996, p. 3). Person-organization fit can be based on the congruity
between personal and organization beliefs (Netemeyer et al., 1999; O'Reilly et
al., 1991) or individual and company goals (Kristof, 1996; Vancouver et al.,
1994). The degree of fit can also depend on how well a firm supports employee
needs (Cable and Judge, 1994; Turban and Keon, 1993) or on how appropriately
the personality of an individual fits the company. Organizational commitment is
commonly defined as employees' interest in and connection to an organization
(Hunt et al., 1989; Meyer and Allen, 1997; Mowday et al., 1979).
In recent years, the issue of business ethics has garnered increased attention.
Corporate research and watchdog groups such as the Ethics Resource Center
and the Council on Economic Priorities point out that the number of corporations
that engage in ethics training and initiate socially responsive programs has
increased dramatically over the course of the past two decades, and that courses
on business ethics have proliferated in America's business schools during that
time as well.
Employees who are committed to their firms "tend to identify with the objectives
and goals of their organizations and want to remain with their organizations"
(Hunt et al., 1989, p. 81). Research shows that individuals and organizations are
adversely affected when commitment is low (Randall, 1987), and that both
benefit when commitment is high. Organizational commitment is associated with
increased satisfaction (Hunt et al., 1985), performance (Morris and Sherman,
1981), and organizational adaptability (Angle and Perry, 1981), as well as
decreased absenteeism (Hammer et al., 1981).

• Literature Review
Previous research concerning the relationship between ethics codes and ethical
behavior in the workplace has yielded mixed results. Little is known about the
process by which an ethics code might influence employees' ethical decisions
(Schwartz, 2001). We suggest that unless ethics codes influence the perceptions
of employees about the ethical values of their organizations, that the codes are
unlikely to positively impact behavior. Employees' beliefs about their employers'
ethical values appear to be just as important, if not more important, than the
"objective reality" of organizations' values, since research indicates that it is
employees' perceptions of the organizational context that influences their ethical
decision-making (Akaah and Lund, 1994; Barnett and Vaicys, 2000; Weaver et
al., 1999). as people becoming more aware of corporate responsibility, fair
dealing, integrity and other higher qualities they will be willing and eager to
involve themselves in mutual business dealings (al-Razi, 1985).
Ethics is at the heart of good management (Friedman & Friedman, 1988). Ethical
management is reflected in the way employees are treated and influences how
they perform their jobs (Waddock & Smith, 2000). When organizations operate
ethically, they can develop reputations for being reliable, trustworthy and
conscientious. This reduces transaction cost and increases customer loyalty
(Wong & Snell, 2003).

Giving importance to business ethics, therefore, is a core issue in employee

workplace effectiveness. As Peters & Waterman (1982) pointed out in their study
of excellent companies, nearly all the superior performance firms have at the
core a well-defined set of shared values, particularly ethical values (Hunt et al.,
1989). When the ethical standards/values of an organization are widely shared
among its members, organizational success will be enhanced in the long run
(Keeley, 1983; Badovick & Beatty, 1987).

Singhapakdi et al. (1995) also empirically established that corporate ethical

values positively influence a marketer’s perceptions of the importance of ethics
and social responsibility in achieving organizational effectiveness.

When employees believe that the organizations for which they work have strong
ethical values, they appear to be more likely to engage in ethical behavior.
Because we believe that ethics codes largely affect behavior through their impact
on employee perceptions of the organizational context, our study was designed
to assess whether the simple existence of ethics codes affected perceptions of
organizations' ethical values. Committed employees generally feel a connection
to company values (Schwepker & Good, 1999). Valentine et al. (2002) revealed a
strong relationship between corporate ethical values and individual employee’s
organizational commitment. An examination of 1246 marketing professionals
(managers and researchers) revealed that corporate ethical values are significant
substantive predictors of organizational commitment (Hunt et al., 1989). Sims
(1991) explained that an ethical context is developed by ‘managin the
psychological contracts between the organization and its employees, reinforcing
the employee’s organizational commitment and encouraging an ethically-oriented
organizational culture’ (Sims, 1991: 495). Also, in their studies, Somers (2001)
and Okpara (2003) suggested that the presence of corporate ethical values were
associated with high levels of organizational commitment.

If the existence of ethics codes contributes to employees' perceptions that their

organizations value ethical behavior, then the codes might have the potential to
positively influence employees' ethics related behavior. Our study found a
modest, but significant, effect of ethics codes on two distinct measures of
organizations' ethical values, after controlling for several relevant personal and
situational factors. The advancement of ethics codes may lead to more ethical
company beliefs and standards (Sims, 1991). Codes may operate to improve
perceptions of ethical values by "nurturing marketing practitioners' realization of
the important roles of ethics and social responsibility as determinants of business
success" (Singhapakdi, 1999, p. 96). It is also possible that organizations with
ethics codes are more successful in socializing employees so that they
"internalize" the values of the organization. Further, since we asked for
respondents' perceptions of their organizations' ethical values, it is conceivable
that the ethics code might serve as a form of "impression management" that
leads employees to believe their employers care about ethics regardless of the
reality. Our study was not designed to address these alternative explanations of
the findings but future research could address them. Another aspect of
organizations' ethical values is the ethical work climate, conceptualized by Victor
and Cullen (1988) to consist of nine dimensions. Research suggests that certain
types of ethical climates, especially those characterized by a concern for others
(benevolence) and/or by a concern for adherence to rules/codes (principled) are
associated with individuals' ethical perceptions (Barnett and Vaicys, 2000). Does
the existence of an ethics code affect employees' perception of their ethical
climate in terms of the typology conceptualized by Victor and Cullen (1988)? Are
organizations that have formalized ethics codes more likely to be perceived as
placing a strong emphasis on adhering to company, industry, and/or societal
rules and codes?

Future research should attempt to link the existence and content of ethics codes
to employees' beliefs about the ethical climate in their organizations. Although
our study found that the existence of ethics codes positively influenced
perceptions, respondents had to be aware of the existence of their organizations'
ethics codes in order to respond affirmatively to the survey question. Therefore, it
is difficult to separate the "existence" of the ethics code from employee
"awareness" of the existence of the code. Better methods of developing and
communicating ethics codes must be developed. Employees' appreciation for
ethics codes appears to be enhanced by systematically revisiting ethical
business perspectives (Fritz et al., 1999)."For an ethical code to be available to
organizational members for adoption, that code and its implications must be
articulated by the organization in its day-to-day routine activities" (Fritz et al.,
1999, p. 290).

Furthermore, Sims & Keon (1997) indicated that organizational ethics and values
tend to be positively related to employees’ level of satisfaction and negatively
related to their expressed intention to turnover. Similarly, Schwepker (2001) also
showed that the ethical climate was positively associated with job satisfaction
and organizational commitment, and was negatively associated with turn over
intentions.

Recent business periodicals and academic literature acknowledge the

importance of shared organizational values and beliefs as significant influences
upon employee decision making leading to behavior (Caudron 1992, Howard
1990, Schein 1985). Embodied within the general organizational culture are
shared normative values and beliefs regarding moral rightness and wrongness.
These influence the ethical dimension of the employees' decision making and
behavior, and pro- vide collective norms for right (ethical) or appropriate behavior
for the employees (Trevino 1990). The ethical values embedded in the
organization socialized employees toward proper ethical decisions and behavior
(Smith and Carroll 1984). Empirical assessments of organizational ethical
climates are limited. Victor and Cullen (1988) report that various organizational
ethical climate types characterized the four firms in their study, as well as
discovering multiple ethical climate types within the firms. Other studies also
found the presence of multiple climates (particularly, Meglino et al. 1989).

The review of the literature by Reed, et al. determines that empirical studies are
inconclusive. In the future researchers should recognize the potential importance
of focusing upon "corporate culture as a factor affecting social performance"
(Reed, et al. 1990 p. 36).

Utilizing the Ethical Climate Questionnaire, also developed by Victor and Cullen
(1987, 1988), this research attempts to explain the discovery of multiple
organizational ethical sub climates. Specific ethical decision-making dimensions
and ethical sub climates are hypothesized to be associated with different depart-
ment types due to differences in the departments' tasks and stakeholder
relationships. This research also discusses the behavioral implications
associated with the types of ethical sub climates found in the organization.

Weeks & Nantell (1992) showed that well-communicated codes of ethics led to
increased ethical standards and superior job performance of sales people in the
American context. Singhapakdi et al. (1995) empirically established that
corporate ethical values positively influence a marketer’s perceptions of the
importance of ethics and social responsibility in order to achieve organizational
effectiveness, Thus, corporate business ethics individually or jointly influence
organizational performance (Wu, 2002). Managers at every level of the
organization should regularly discuss the ethical values and what it means to
their division or department (Stevens, 1999), otherwise it will not be accepted
and adopted by employees.
Since the presence of corporate ethical values influences employee’s level of
commitment, an important implication of this finding is for management to
encourage and support the development of written codes of ethics. Ethical
people are concerned for others and live their lives according to the highest level
of human principles (Fisher, 1998). There are examples of managers who stand-
up for their values under fire and are accorded the title of “true professional”

Cook and Emsler (1999) demonstrate, career success, in the form of promotion
is typically decided by superiors, not those who are or will be subordinates. They
suggest that relatively little is known about the perceptions and expectations of
potential subordinates, notwithstanding the informal power that these individuals
may later have in influencing the relative success or otherwise of a manager’s
achievements within any position.

• Rationale & Significance of the Study

Ethics is based on a set of moral and ethical values. These values must be
absolute - that is, you must take them seriously enough to override any human
rationalization, weakness, ego, or personal faults (Mark S. Putnam; 2001).
Luckily, in the world of business ethics, your employer helps you. In a nutshell,
their values are your values (in the context of work). Think about how these
values are communicated in your organization and what you can do to support
them. (Mark S. Putnam 2001). Business ethics may be understood as ‘how
personal moral norms apply to the activities and goals of commercial enterprise’
(Nash, 1993: 5). Ethical values are important for achieving goals as well as it
direct the employees towards the right path for achieving goals. The goal of any
ethics code is to create an environment conducive to ethical behavior, because it
is through ethical behavior that guests’ needs will be met or exceeded, and the
organization will profit (Hogan, 1992). Ethical people are concerned for others
and live their lives according to the highest level of human principles (Fisher,
1998). Ethics is at the heart of good management (Friedman & Friedman, 1988).
According to Schein (1985), corporate values, as a major dimension of a
corporate culture, define the standards that guide the external adaptation and
internal integration of organizations.

Many different disciplines, institutions, and professions have norms for behavior
that suit their particular aims and goals. These norms also help members of the
discipline to coordinate their actions or activities and to establish the public’s trust
of the discipline. For instance, ethical norms govern conduct in medicine, law,
engineering, and business. Ethical norms also serve the aims or goals of
research and apply to people who conduct scientific research or other scholarly
or creative activities, and there is a specialized discipline, research ethics, which
studies these norms.

The main purpose of the study is to explore critically examine in a descriptive &
analytical manner the relevance of ethical values to organizational image. Ethical
values improve the organizational over all images. Organizational image will be
improved if the inner environment of organization is good enough. Inner
environment can be improved by teaching ethics & values to the employees.
These ethics includes responsibility, trust, quality, team work, leadership etc. If
these ethical values are present & applied in the organization then employees
get to know that what their boundaries are. They also get to know that they
should work but keep these boundaries in mind. If employees will work using
ethical values, there performance will increase because they know well about
their responsibilities. So Ethical values have relevance with organizational image
& ethical values help the management to improve the image of organization.

• Objectives of the Study

 To explore & analyze critically the philosophy & role of ethical values on
organizational image.
  To discuss ethical values in Islamic perspective & its impact on
organizations in Pakistan’s economic environment.

 To examine how ethical values improves the performance of employees &

then how they deal with the customers.

 To examine Islamic Ethical values & their impact on organizational image &
employees performance in Pakistan.

• Contribution
The study will help to understand the issues related to organizational image &
employees performance & how it can be improved by using ethical values in the
organization.

This study will provide a strong base & encourage the management in the
organizations to introduce Islamic ethical values, norms & ethical decision
making. As a result employee’s performance will increase. Managers &
employees will more concentrate on the quality management. Relationship with
the customers increases, & it will effect on the organizational image. This study
will help managers in improving the decision making process for future purposes.

• Problem Statement
If we talk about Ethical values & organizational image, We get to know that
ethical values increase the quality management & it will improve the
organizational image. In SME sector we develop a problem statement that. “If we
increase the quality of goods, & provide the goods according to needs & wants of
customers, it will improve the organizational image.

• Research Design
In research design we take two variables. These variables include dependant
variable and independent variable. On the basis of which we will make the
hypothesis.

The independent variable includes ethical values & dependent variable includes
organizational image. Trust, teamwork, employee’s performance, quality
management, these are some components of Ethical values. If we increase or
decrease them, it will affect organizational image. Luckily, in the world of
business ethics, your employer helps you. In a nutshell, their values are your
values (Mark S. Putnam: 2001). Considering the rash of corporate scandals
these days, the thought of following the corporation's values might not be too
comforting. Problem: Whose or what values can you trust? (Mark S. Putnam,
2001).

• Hypothesis
 H1: Ethical values will be positively associated with the organizational
image.

 H2: Ethical values will be positively associated with employees

Performance.

 H3: Ethical values will be positively associated with Quality Management

 H4: Ethical values will be negatively associated with turnover.

• Methodology

 Sample & Procedure

The data analyzed in this study were collected via questionnaires from randomly
selected employees of organizations of Islamabad & Rawalpindi. Questionnaires
were distributed among 72 employees. 25 of them are the managers & other are
the employees such as executives, management trainees. Some demographic
data were also collected, such as gender, age, marital status and education
level. No personal data were collected except demographics.
We invited 72 employees to participate in this study. Of those invited, 62
completed the questionnaires, yielding an effective response rate of 87%. As for
the characteristics of the final sample, the majority of the respondents were male.
Mean respondent age was 28.

 Measurements
Corporate ethical values were tapped by a five-item scale developed by Hunt et
al. (1989). This construct was measured in order to capture three broad-based
perceptions:
(i) The extent to which employees perceive their managers acting ethically in
their organizations;
(ii) The extent to which employees perceive their managers concerned about
ethical issues in the organization; and
(iii) The extent to which employees perceive that ethical (unethical) behaviors are
rewarded (or punished) in their organizations. A three-item scale, developed by
Schwepker (2001), is used to measure job satisfaction. Turnover intention was
measured by the instrument developed by Mobley et al. (1979).

• Data Analysis
After data collection and coding, the appropriate data analytic techniques
including descriptive and multivariate analyses will be carried out keeping in view
the objective of the study by using latest available version of SPSS.

• Conclusion
In this study, an integrative framework for quality culture, corporate ethical
values, organizational commitment, job performance, job satisfaction and
turnover intentions was developed and tested with a series of statistical methods.
The model used the data collected from Turkish manufacturing companies.
Based on the findings, a number of guidelines can be offered regarding the role
of each exploratory variable in employees’ work-related attitudes and job
performance.
A main contribution of this study is that a significant effect of quality culture on
work-related employee attitudes is found, which confirms the results of previous
research that consider quality culture as an important component in fostering
organizational commitment, job satisfaction and job performance (Parncharoen
et al., 2003; Cimete et al., 2003; Wilkins & Ouchi, 1983). Corporate ethical values
(CEV) are also found to be positively related to organizational commitment and
negatively related to turnover intentions, confirming the recent research (Okpara,
2003; Somers, 2001; Valentine et al., 2002; Hunt et al., 1989). However, contrary
to some previous research (Sims & Keon, 1997; Weeks & Nantell, 1992; Wu,
2002), no significant effect of CEV on job satisfaction and job performance was
revealed, although there is a positive correlation between CEV, job satisfaction
and job performance. In other words, CEV was not associated with job-related
attitudes and performance.
Therefore, employees reported higher levels of commitment, satisfaction and
performance when there was an organization-wide quality culture dedicated to
outstanding quality in service, products and employees’ work life. Our findings
further yielded that turnover intentions would be lowered with high levels of
commitment and wider agreement of corporate ethical values.
Moreover, the mediating effect of organizational image was also examined. It
was revealed that organizational image partially mediated the relationships
between quality culture–job performance, quality culture–job satisfaction and
corporate ethical values turnover intentions. In addition, it was shown that
organizational image fully mediated the relationship between quality culture and
turnover intentions. That is, quality culture affects job performance and job
satisfaction both directly and through organizational image, whereas quality
culture affects turnover intentions only through organizational image. Similarly,
corporate ethical values affect turnover intentions both directly and through
organizational image.

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