effects of ethical climate on the organizational ...in the beginning, the concept of organizational...

International Journal of Recent Advances in Organizational Behaviour and Decision Sciences (IJRAOB)

An Online International Research Journal (ISSN: 2311-3197)

2016 Vol: 2 Issue: 3

793

www.globalbizresearch.org

Effects of Ethical Climate on the Organizational Citizenship

Perceptions and Performance of Employees

Meral ERDİRENÇELEBİ,

Necmettin Erbakan University, Turkey.

E-mail: [email protected]

Ahmet Tayfur AKCAN,

Necmettin Erbakan University, Turkey.

E-mail: [email protected]

___________________________________________________________________________________

Abstract

This study aims to reveal whether bank employees' assessments on the ethical climate affect

their organizational citizenship and performance. To this end, four hypotheses were developed.

The study included the employees of two state banks operating in the central district of Konya

with the highest number of branch banks. The first of these banks has 20 branches in the central

districts of Konya, whereas the other has 13 branches. The total number of "white-collar"

employees in these branches is 310. The questionnaire was distributed to all employees.

However, the number of questionnaires returned was 214. The return rate of the questionnaire

was 69%. The demographic characteristics of the participants were determined using the

descriptive statistics. In order to test the reliability of the scales used in the study, their total

item correlations were found, Cronbach's Alpha coefficients were calculated and an

exploratory factor analysis was performed. In addition, correlation analysis and confirmatory

factor analysis were utilized to identify the relationships between variables. Finally, the

accuracy of the model generated was tested in SEM (Structural Equation Modeling). All of the

hypothesis developed at the beginning of the research were accepted.

___________________________________________________________________________

Key Words: Ethical climate, organizational citizenship and employee performance




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1. Introduction

In today's competitive environment, the businesses need to attach importance to their

internal stakeholders for success. The business should also place emphasis on the ethical

climate in order to enhance employee satisfaction. Creating a positive ethical climate is

significant in terms of combating the unethical behaviors in the business. On the other hand,

the organizational citizenship which refers to all behaviors exhibited based on a voluntary basis

without any instructions offers great benefits for both the employees and the business.

Ensuring the ethical climate in a business would create the organizational citizenship and

the performance of the employees, who feel peaceful, safe and happy, would be high. Thus,

both the employees and the business would gain. In this context, this study was conducted to

examine the relationships between the ethical climate, employee performance and

organizational citizenship.

2. Conceptual Framework

2.1 Ethical Climate

The ethical climate is a part of the overall organizational climate. Creating a favorable

ethical climate in businesses is of importance for combating unethical behaviors (Günel et al.,

2015: 255). The concept of ethical climate, which was first studied by Victor and Cullen, is

typically composed of organizational practices and procedures. According to Victor and Cullen,

the ethical climate is a set of definitions about the proper behaviors perceived in terms of an

organization's image about how a problem can be overcome when faced with a problem (Victor

and Cullen, 1988: 101). In other words, the ethical climate is the institutionalized organizational

practices and processes that reveal those taken as truth and those found wrong in organizations

or that help to explain the acceptable and unacceptable behaviors (Parboteeah et al. 2005: 461).

The ethical climate may be defined as a shared perception on how the issues that could create

controversy in moral terms can be resolved and what a proper behavior is in ethical terms

(Deshpande, 1996: 655). In other words, the ethical climate is a judgment on "what constitutes

a proper behavior" and becomes a psychological mechanism where ethical issues are addressed

(Martin and Cullen, 2006:177).

By crossing the three levels of ethical criteria with the three loci of analysis, Victor and

Cullen (1987) derived nine different types of ethical climate: self-interest, company profit,

efficiency, friendship, team interest, social responsibility, personal morality, company rules and

procedures, and laws and professional codes. Victor and Cullen (1988) used this typology of

nine possible types of ethical climates to develop an ethical climate questionnaire and to collect

empirical data to validate the typology. They found that there were only five ethical climate

types existing in their data. These five types of climates are designated as instrumental (focus

on the maximization of self interest), caring (concern for the well being of others),




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independence (concern for adhering to one’s personal ethical beliefs), rules (expectation for

adhering to company’s policies and procedures), and law and code (expectation for complying

with the law and professional standards) (Wang and Hsieh, 2012: 116-117).

Researchers believe that when employees know that their actions are guided by rules and

procedures, they perceive an absence of conflict within themselves, find work more

meaningful, and display positive attitudes and behaviors in the organization (Martin & Cullen,

2006; Weeks, et al., 2006).

2.2 Organizational Citizenship

The term organizational citizenship behavior (OCB) was used many years ago by Barnard

(1938), who defined the concept as an employee’s willingness to cooperate in implementing

decisions. Katz (1964) showed the importance of employee behavior in organizational

effectiveness when employee behavior should go beyond the call of duty (Zehir, etc, 2014:

1367).

In the beginning, the concept of organizational citizenship was defined as self-evolving

manners involving helpful (collaborative) acts for, rather, maintaining a system (Katz and

Kahn, 1966; Organ and Konovsky, 1989). The behaviors included in this class were then named

as prosocial behaviors (Brief and Motowidlo, 1986), contextual performance (Borman and

Motowidlo, 1993) and beyond-the-task behaviors (Van Dyne, Cummings and Parks, 1995).

Organ (1988), however, gave the name "organizational citizenship behavior" to the whole of

the behaviors in this class.

Organ (1988: 4) defined the organizational citizenship behavior as voluntary individual

behaviors not included, directly or indirectly, in the formal reward system of the organization

and allowing, as a whole, the organization to function effectively. He named this behaviour as

"good soldier syndrome" (Bitmiş et al., 2014: 3).

Basically, the organizational citizenship behavior takes place with the voluntary

participation of the members of organization, signifies beyond the expected behavior and is

mainly divided into two (Baron, 2000). The first-type organizational citizenship behavior takes

place in the form of an active participation and contribution in the organizational structure,

practices and goals. The second type, however, reveals itself as staying away from any kind of

behaviors that may damage applications and goals (Basım and Şeşen: 85).

Organ (1988) and Podsakoff et al. (1990) studied the organizational citizenship behavior in

five main categories, namely altruism, conscientiousness, courtesy, gentlemanliness

(sportsmanship) and civic virtue.

The first dimension of altruism describes an individual’s helping behavior that assists

colleagues in completing an organizationally relevant task or problem. This behavior is

intended to help a specific person directly in face-to-face situations, for example, by supporting




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colleagues and assisting newcomers. The dimension of conscientiousness refers to

discretionary behavior that goes beyond the personality trait of being thorough, careful, or

vigilant. It involves impersonal behavior such as compliance with norms that define a good

worker (BabcockRoberson & Strickland, 2010). The dimension of sportsmanship is the

willingness of the employee to tolerate less than ideal circumstances without, for example,

complaining about trivial matters. The dimension courtesy refers to “discretionary behavior on

the part of an individual aimed at preventing work-related problems with others from

occurring,” for example, consulting others before taking action. The dimension of civic virtue

represents an employee’s willingness to attend voluntarily, and participate actively, in team

meetings (Podsakoff, MacKenzie, Moorman, & Fetter, 1990; Podsakoff, MacKenzie, Paine, &

Bachrach, 2000).

The organizational citizenship behaviors are generally considered as "above and beyond"

business behaviors. These behaviors are neither a necessity nor an order; however, they are of

great significance for the functioning of the organization (Chen et al., 2002; Podsakoff and

Mackenzie, 1994; Podsakoff et al., 1997). Some researchers who put emphasis on this topic

state that organizational citizenship behaviors do not constitute the primary task of an

individual, but rather, they contribute to organizational effectiveness since they shape the

organizational and social environment, just being supportive of functional activities (Bormani

and Motowidlo, 1997: 67).

2.3 Relationship of Ethical Climate and Organizational Citizenship with Employee

Performance

"Performance" is the financial service or thought resulting from the effort to fulfill a task in

a way to meet predetermined criteria and to achieve the goal (Bedük, 2012: 194). In other

words, based on certain conditions, the level of performance (fulfilment) of a work or the way

of behavior of the performer is called performance (Bingöl, 2003: 273).

In studies where the relationship between the ethical climate perceptions and the satisfaction

and commitment of the performers are examined, it was concluded that the positive perceptions

of ethical climate enhance the satisfaction of the performer (Koh and Boo, 2001; Okpara and

Wynn, 2008; Schwepker, 2001; Elçi and Alpkan, 2009; Sims and Kroeck, 1994). As a result,

however, the employee performance is increased and, as the employee perceives the

organization as a secure environment, this increases the organization's effectiveness and

efficiency. The positive ethical climate helps the employee to exhibit a good performance. In

line with this strategy, the positive ethical climate would have a positive effect on the

performance. A positive ethical climate would increase profitability through reducing the costs

and ensure affiliation of good sellers to the company (Weeks et al., 2004: 203). In their studies,

Jaramillo et al. (2006: 277-278) showed that the ethical climate has positive effects on the




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salespersons' business behaviors and leads to an improvement in performance causing a

lowering of work stress due to the intention to leave the job.

The ethical climate relationship to organizational citizenship behavior (Podsakoff et al.

2000; LePine et al. 2002). OCB is especially interesting variable to study in relation to

organizational ethics, because, given its discretionary nature, it is more likely to vary across

employees than task performance (Kacmar et al. 2011).

Organizational citizenship behaviors affect the employee performance in many ways. For

instance, they may facilitate the achievement of the objectives which are more efficient for the

organization, may allow the managers to save energy and time that they will spend for the

activities ensuring the continuity of the organization (creating the team spirit, morale etc.), may

ensure an effective coordination of the team members, may enhance the organization's ability

to adapt to changing and emerging technologies and may make the organization a more

attractive place for the employees (Podsakoff et al., 2000: 513-566; Cohen and Vigoda, 2000:

596-625).

Shore, Barksdale, and Shore (1995) have noted that because OCBs are somewhat more

volitional than task performance, managers may use them as indicators of how motivated

employees are to make the organization effective. As a result, OCBs may serve as behavioral

cues of an employee’s commitment to the success of the organization that managers incorporate

in their assessments of employee job performance (Podsakoff, et al, 2009: 124).

Employee performance is increasingly being seen to encompass constructs such as

organizational citizenship behavior (OCB).Workers, who go above and beyond the minimum

requirements of their employee description, by suggesting improvements, affect performance

and result with enhanced workgroup efficiency (Chelagat, et al., 2015: 55).

Organizational citizenship behaviors (OCB) are discretionary behaviors that contribute to

organizational effectiveness yet are not explicitly rewarded (Organ, 1988). Examples of OCB

are helping coworkers, promoting the organization outside of work, and volunteering for

extrajob activities (Organ and Ryan, 1995). Some of the predictors of OCB include

organizational commitment, fairness, and job satisfaction (Organ and Ryan, 1995). Turnipseed

(2002) found that individuals who scored higher with regard to ethicality also exhibited more

OCB. It was his conclusion that OCB could be considered the manifestation of ethical behavior

in the workplace.

But, the OCBs, ethical climate and employee performance in banking sector are not well

documented and represent a significant gap in the literature.

3. Methodology

3.1 Aim, Hypotheses and Sample of the Study

This study aims to reveal the effect of ethical climate perceptions of the business employees




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on the organizational citizenship and employee performance.

To this end, the hypotheses developed within the study are as follows:

H1= The ethical climate perception of employees has a positive effect on organizational

citizenship.

H2= The ethical climate perception of employees has a positive effect on their

performances.

H3= The organizational citizenship understanding of employees has a positive effect on

their performances.

H4= The ethical climate perception of employees has a positive effect on their

performances through their organizational citizenship.

Figure 1: Research Model

H1

H4

H2 H3

In line with the aim of the study, the state banks within the service industry were taken as

the basis. In order to set limitations with regards to the banks, the two state banks operating in

the central district of Konya with the highest number of branch banks were identified as the

universe. The first of these banks has 20 branches in the central districts of Konya, whereas the

other has 13 branches. The total number of "white-collar" employees in these branches is 310.

The questionnaire was distributed to all employees. However, the number of questionnaires

returned was 214. The return rate of the questionnaire was 69%.

3.2 Scales Used in the Research and Data Collection

As the data collection method, a questionnaire of four sections and a total of 38 expressions

were used. The first section consisted of questions (6 question) on the demographic

characteristics of the participants. In the second section, the assumptions on the ethical climate

included in the questionnaire used by Schwepker (2001) to measure the organizational ethical

climate and the studies of Biçer (2005) who based his study on this questionnaire and adapted

it to his study translating it into Turkish and that of Çevirgen and Üngüren (2009) were utilized.

In this way, in order to measure the organizational ethical climate, a total of 7 expressions were

Ethical Climate Organizational

Citizenship

Employee

Performance




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produced on the existence of ethical principles and policies of the organization, their

implementation and the support of the top management for the ethical behaviors. In the third

section, the studies of Basım and Şeşen (2006), who adapted the scale used by Organ (1988)

and developed by Podsakoff et al. (2000) to measure five dimensions of OCB (Organ, 1988),

to measure the organizational citizenship by translating it into Turkish, were utilized. It consists

of a total of 19 expressions (-item scale namely altruism, courtesy, conscientiousness, civic

virtue and sportsmanship).

In the last section, the scale, consisting of 6 statement which was developed by Tayfun and

Çatır (2013) from the studies of Kirkman and Rosen (1999) and Fuentes et al. (2004) to measure

the employee performance, was used. Sigler and Pearson’s model (2000) is consistent with

previous research on empowerment that has examined both antecedents and consequences of

perceptions of empowerment. In these models, perceptions of empowerment are shown to

mediate the relationship between the hypothesized antecedents and the consequences. For

example, Spreitzer (1996) proposes a theoretical model where aspects of the social structure

are antecedent to the psychological sense of empowerment with consequences hypothesized as

innovation and effectiveness. Kirkman and Rosen (1999) tested the hypothesis that perceptions

of team empowerment would mediate the relationships between characteristics of job and

organization and team effectiveness outcomes and found that team empowerment fully

mediated seven of eight relationships.

In order to identify the demographic characteristics of the participants, descriptive statistics

were utilized. In order to test the reliability of the scales used in the study, their total item

correlations were found, Cronbach's Alpha coefficients were calculated and an exploratory

factor analysis was performed. In addition, correlation analysis and confirmatory factor analysis

were utilized to identify the relationships between variables and, lastly, LISREL 8.70 was

utilized in the SEM to test the accuracy of the generated models.

4. Findings

4.1 Demographic Findings

The demographic characteristics of 214 people surveyed who work in the businesses within

the study, are shown in Table 1.




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Table 1: Frequency Distribution on the Demographic Characteristics of Participants

Parameters Frequency Percentage Parameters Frequency Percentage

Age

20-29 82 38,3 Title

Manager 27 12,6

30-39 94 44,0

“White-Collar”

Employee

187 87,4

40-49 31 14,4

Work

Experience

1-5 years 55 25,7

50+ 7 3,3 6-10 years 69 32,2

Sex

Female 106 49,5 11-15 years 49 22,8

Male 108 50,5 16-20 years 35 16,4

Marital

Status

Married 118 55,2 20+ 6 2,8

Single 96 44,8

Educational

Background

High School 14 6,6

Bachelor’s

Degree

(Undergraduate)

183 85,5

Total 214 100,00 Master’s Degree

(Graduate)

17 7,9

Total 214 100,00

As seen in Table 1, the respondents were of 30 to 39 age group by (44%), male employees

by (50,5%), married by (55,2%), “White-Collar” Employee by (87,4%), had a work experience

of 6 to 10 years by (32,2%) and held a Bachelor's Degree by (85,5%).

4.2 Reliability and Validity of Data Collection Tool

In the assessment of the reliability of the scales included in the questionnaire (the internal

consistency), the Cronbach's Alpha coefficient was utilized. Table 2 shows the Cronbach's

alpha coefficients of the scales using the total score (total score of the items constituting the

questionnaire) calculated during the analysis of the data. The values indicate a very high internal

consistency.

Table 2: Reliability Coefficients of the Scales

Scale Measurement Interval Item Number Cronbach Alfa

Coefficient

Ethical Climate 5 Scale (Between 1-5) 7 ,920

Organizational Citizenship 5 Scale (Between 1-5) 19 ,865

Employee Performance 5 Scale (Between 1-5) 6 ,798

Before making the exploratory factor analysis, the level of correlation of the data matrix was

examined. In this regard, the level of mutual correlation between variables and its suitability

for the factor analysis was evaluated with the Kaiser-Meyer-Olkin (KMO) test. The data set

was found suitable for the exploratory factor analysis since all of the KMO values of the basic

scales used in the study were higher than 0,60 and the Barlett values were found to be significant

with a severity of 0,05.

In order to identify the sub-dimensions of the scales including the main variables of this

study, the exploratory factor analysis was utilized. The values were observed to be high. The

factor analysis resulted in a single factor with a total variance of 72,501% on the ethical climate

scale, a factor with a total variance of 85,990% on the organizational citizenship scale and a

single factor with a total variance of 65,030% on employee performance.




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4.3 Correlation Analysis

In order to examine the relationships between the sub-factors of ethical climate, employee

performance and organizational citizenship variables, the Pearson correlation analysis was

performed. The results of the analysis made using one-sided tail test are shown in the following

table. The results were found to be within 95% confidence interval and at p <0.01 level.

Table 3: Correlation Analysis

Ethical

Climate

Civic

Virtue Altruism Conscientiousness Courtesy and

Gentlemanliness

Employee

Performan

Ethical Climate r 1

Civic Virtue r ,386** 1

Altruism r ,301** ,394** 1

Conscientiousness r ,365** ,405** ,411** 1

Courtesy and

Gentlemanliness

r ,357**

,360** ,408** ,416** 1

Employee

Performance r ,304* ,207** ,265* ,236* ,255** 1

**Correlation significant at the 0.01 level

*Correlation significant at the 0.05 level

Examining the results on Table 3, it is seen that each subscale of the ethical climate and

organizational citizenship is in a positive and meaningful relationships with each other. Given

the relationship between ethical climate and employee performance, a positive relationship is

evident. Besides, there is a positive relationship between the sub-dimensions of organizational

citizenship and the employee performance.

4.4 Confirmatory Factor Analysis

In this section, a confirmatory factor analysis was performed to see the accuracy of the factor

structures created as a result of the literature review and exploratory factor analysis. As a result

of the analysis, the E7 in the ethical climate scale was excluded from analysis due to not bearing

the required value (0,34). The values obtained are presented in Table 4.

Table 4: Results of the Confirmatory Factor Analysis on the Scales Used in the Study

Ethical Climate Scale

Fit

Indices

Criterias Limits of Fit Values Sub-

Dimensions

Item Std.

Reg. of

weight

t

Value

𝝒𝟐 / df 0< χ²/df<2 Perfect Fit /

2< χ²/df<3 Good Fit

2,45 Good Fit

Factor

1:Ethical

Climate

E1 0,89

13,25

RMSEA ≤0.05= Perfect Fit ≤0,06-0,08= Good Fit

0,08 Good Fit E2 0,92

16,05

RMR ≤0.05= Perfect Fit ≤0,06-0,08= Good Fit

0,06 Good Fit E3 0,89

17,52

NFI ≥0,90= iyi uyum

≥0,95= Perfect Fit

0,95 Perfect Fit E4 0,91

20,45

NNFI ≥0,90= iyi uyum


0,95 Perfect Fit E5 0,88

19,28

CFI ≥0,90= iyi uyum


0,94 Good Fit E6 0,85

17,14




802


RFI ≥0,90= iyi uyum

≥0,95= Perfect Fit 0,90 Good Fit

GFI ≥0,90= iyi uyum


0,86 Acceptable

AGFI ≥0,90= iyi uyum


0,85 Acceptable

IFI ≥0,90= iyi uyum


0,95 Perfect Fit

Organizational Citizenship Scale

𝝒𝟐 / df 0< χ²/df<2 Perfect Fit 1,45 Perfect Fit

Factor 1:

Civic Virtue

ÖV

12 0,84

10,39

RMSEA ≤0.05= Perfect Fit ≤0,06-0,08= Good Fit

0,05 Perfect Fit ÖV

13 0,83

11,23

RMR ≤0.05= Perfect Fit ≤0,06-0,08= Good Fit


17 0,87

15,12

NFI ≥0,90= Good Fit



18 0,82

12,01

NNFI ≥0,90= Good Fit



19 0,85

14,89

CFI ≥0,90= Good Fit


0,97 Perfect Fit

Factor 2:

Altruism

ÖV

1 0,80

13,03

RFI ≥0,90= Good Fit

≥0,95= Perfect Fit 0,96 Perfect Fit

ÖV

2 0,69

8,55

GFI ≥0,90= Good Fit


0,91 Good Fit ÖV

3 0,79

10,19

AGFI ≥0,90= Good Fit


0,91 Good Fit ÖV

4 0,83

11,51

IFI ≥0,90= Good Fit



5 0,82

11,68

Factor 3:

Conscientious

ness

ÖV

6 0,76

10,45

ÖV

7 0,88

12,03

ÖV

8 0,82

11,65

ÖV

16 0,77

10,11

Factor 4:

Courtesy and

Gentlemanlin

ess

ÖV

9 0,83

13,83

ÖV

10 0,91

15,30

ÖV

11 0,90

14,04

ÖV

14 0,76

12,52

ÖV

15 0,71

10,23

Emplooye Performance Scale

𝝒𝟐 / df 0< χ²/df<2 Perfect Fit

2< χ²/df<3 Good Fit

2,12 Good Fit

Factor 1:

P1 0,81

20,02

RMSEA ≤0.05= Perfect Fit

≤0,06-0,08= Good Fit 0,06 Good Fit P2

0,81 19,87

RMR ≤0.05= Perfect Fit

≤0,06-0,08= Good Fit 0,06 Good Fit P3

0,82 18,23

NFI ≥0,90= Good Fit


0,95 Perfect Fit P4 0,77

14,89

NNFI ≥0,90= Good Fit 0,95 Perfect Fit P5 0,63 10,88




803


≥0,95= Perfect Fit Employee

Performance

CFI ≥0,90= Good Fit


0,95 Perfect Fit P6 0,79

15,49

RFI ≥0,90= Good Fit

≥0,95= Perfect Fit 0,95 Perfect Fit

GFI ≥0,90= Good Fit


0,90 Good Fit

AGFI ≥0,90= Good Fit


0,89 Acceptable

IFI ≥0,90= Good Fit


0,95 Perfect Fit

The fact that the fit indices in Table 4 are within the limits of perfect fit and acceptable fit

show that the data have statistically a good fit and are very consistent. All these indicators show

that the scales used in the study are statistically significant and valid. The Ethical Climate scale

consists of a single factor whereas the organizational citizenship scale and the employee

performance consist of respectively four factors and a single factor.

4.5 Evaluation of Structural Equation Models

The measurement model, tested for validation and found to be within the required limits of

fit values, and the structural model were tested using path analysis. In order to determine

significant relationships, their t values (significance level: 5%, critical value: 1.96) were

examined (t>1,96). The research model, in fact, aimed to research the relationship between

latent variables. The evaluation of the hypotheses within the context of the research model

are presented in Table 5.

Table 5: Hypothesis Results within the Context of Research's Structural Equation Model

Hypothesis Estimate SE t P Result

H1= The ethical climate perception of employees has

a positive effect on organizational citizenship. 0,425 0,08 14,569 0,01 Accept

H2=The ethical climate perception of employees has

a positive effect on their performances. 0,369 0,03 12,236 0,00 Accept

H3=The organizational citizenship understanding of

employees has a positive effect on their

performances.

0,381 0,02 19,601 0,00 Accept

H4=The ethical climate perception of employees has

a positive effect on their performances through their

organizational citizenship.

0,154 0,06 14,002 0,00 Accept

5. Conclusion

Having been conducted on the bank employees operating in the service sector, the study has

strengthened expectation that the ethics codes and practices perceived determined by

management in such organizations where there is a one-to-one interaction with the customers

would contribute to the development of behaviors in conformity with the ethical climate. The

ethical climate environment is seen to eliminate the task ambiguity. The workplace

environment significantly affects the employee performance.




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The first hypothesis discussed in study was that the employees' perception of ethical climate

affects their organizational citizenship positively. The model outcomes showed that the bank

employees' perceptions of ethical climate have a positive impact on their organizational

citizenship (ß= 0,42 and p=0,01). Hence, as the employees' perceptions of ethical climate

increases, their understanding of organizational citizenship would also improve. The conclusion

derived from the model supports the literature (Shin, 2012; Huang et al., 2012; Ehrhart, 2004;

Çavuş and Develi, 2015; Walumbwa et al., 2010).

The second hypothesis discussed is that the employees' perception of ethical climate affect

their performances positively. According to the model outcomes obtained (see Table 4), the

hypothesis H2 (ß= 0,36 and p=0,00) was accepted. In the literature, the positive effect of ethical

climate on the employee performance was also discussed in certain researches (Deshpande,

1996; Schwepker, 2001; Jaramillo et al., 2006; Mulki et al., 2006; Koh and Boo, 2001; Martin

and Cullen, 2006; Sims and Kroeck, 1994; Eren and Hayatoğlu, 2011; Okpara and Wynn,

2008).

The third hypothesis discussed was that the employees' understanding of organizational

citizenship affects their performance positively. An improvement is attained in performance

through the increased cooperation and harmony within the organization. The model outcomes

indicated that the hypothesis was accepted (ß= 0,38 and p=0,00). The obtained result also

appears to support previous studies in the literature (Borman and Motowidlo, 1997; Williams

and Anderson, 1991; Cropanzano et al., 2003; Organ, 1988; Çelik and Çıra, 2013; Şehitoğlu

and Zehir, 2010; Ulufer, 2016; Nielsen et al., 2009).

The hypothesis H4 arguing that the perception of ethical climate positively affects their

performances through their organizational citizenship was accepted (ß= 0,15 and p=0,00). In

the literature, only a few publications were reached. Huang et al. (2012) and Chun et al. (2011)

also reached similar conclusions.

The ethical climate offers an environment that distinguishes right behavior from wrong

behavior. And, such an environment prevents the employees from facing adverse conditions

such as mobbing. In conclusion, an improvement is experienced in the quality of management,

organizational commitment, job satisfaction etc. and an understanding of organizational

citizenship is developed thanks to these improvements. On the other hand, a sense of belonging

and loyalty is developed once the understanding of organizational citizenship is adopted by the

employees. Each contribution made by the employees to the organization motivates them in

every sense and ensures an increased performance. The increase in employee performance also

increases the performance of the organization.

In addition; the support of senior management within the organization, managers' operation

within the framework of ethical rules like employees, the sanctions to be applied in case of




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failure to adhere to the ethics and awarding of the ethical behavior when necessary are examples

of the policies that need to be developed. Thanks to the human resources policies to be

developed, it will be easier to retain staff who adopts the ethical climate environment in labor-

intensive service-sector organizations where labor turnover rate is high and the production and

consumption take place simultaneously, such as banks.

This study is based only on the employees of two state banks located in the city center of

Konya. In a way to cover a wider sample in the future, it is recommended to conduct studies in

different cities and in a way to compare private and state-owned banks. In addition, it is

believed that conducting this study in different sectors would enrich the literature.

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