Skip to main content

Advertisement

Log in

The Perceived Organizational Ethical Climate in Hashemite University

  • Published:
The Asia-Pacific Education Researcher Aims and scope Submit manuscript

Abstract

This study aimed to determine what types of ethical climates are perceived by 256 faculty members who worked in Hashemite University-Jordan, using the Ethical Climate Questionnaire. The results revealed that perceived organizational ethical climate in order were egoistic (M = 4.29, SD = .48), utilitarian (M = 3.45, SD = .51), and deontological (M = 3.04, SD = .53). There were no significant differences among faculty members regarding their gender and academic rank. The researcher recommended that future research should be conducted on the types of ethical climates in different universities and different variables.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Al-Omari, A., Khasawneh, S., & Abu Tineh, A. (2009). Academic and applied campus climate as perceived by faculty members at Jordanian universities: Comparative study. Damascus University Journal, 25(3+4), 495–530.

    Google Scholar 

  • Blewett, T. J., Keim, A., Leser, J., & Jones, L. (2008). Defining a transformation education model for the engaged university. Journal of Extension, 46(3), 1–4.

    Google Scholar 

  • Campbell, J. R. (1995). Reclaiming a lost heritage: Land-grant and other higher education initiatives for the twenty-first century. Michigan State: Lansing.

    Google Scholar 

  • Cullen, J. B., Parboteeah, K. P., & Victor, B. (2003). The effects of ethical climates on organizational commitment: A two-study analysis. Journal of Business Ethics, 00, 1–15.

    Google Scholar 

  • Cullen, J. B., Victor, B., & Bronson, J. W. (1993). The ethical climate questionnaire: An assessment of its development and validity. Psychological Reports, 73, 667–674.

    Article  Google Scholar 

  • Donaldson, T., & Dunfee, T. W. (1994). Toward a unified conception of business ethics: Integrative social contracts theory. Academy of Management Review, 19(2), 252–284.

    Google Scholar 

  • Falkenberg, L., & Woiceshyn, J. (2008). Enhancing business ethics: Using cases to teach moral reasoning. Journal of Business Ethics, 79, 213–217.

    Article  Google Scholar 

  • Felicio, D. M., & Pieniadz, J. (1999). Ethics in higher education: Red flags and grey areas. Feminism and Psychology, 9(1), 53–73.

    Article  Google Scholar 

  • Fiol, C. M., & Lyles, M. A. (1985). Organizational Learning. Academy of Management Review, 10(4), 803–813.

    Google Scholar 

  • Forte, A. (2004). Business Ethics: A study of the moral reasoning of selected business managers and the influence of organizational ethical climate. Journal of Business Ethics, 51, 167–173.

    Article  Google Scholar 

  • Grunewald, D. (2008). The Sarbanes-Oxley Act will change the governance of non-profit organizations. Journal of Business Ethics, 80, 399–401.

    Article  Google Scholar 

  • Holland, B. (2001, March). Exploring the challenge of documenting and measuring civic engagement endeavors of colleges and universities. Paper presented at the Campus Compact Advanced Institute on Classifications for Civic Engagement. http://www.compact.org/advacedtoolkit/measuring.html. Accessed 15 Sep 2010.

  • Iverson, S. V. (2008). Now is the time for change: Reframing diversity planning at Land- Grant Universities. Journal of Extension, 46(1), 1–11.

    Google Scholar 

  • Jurkiewicz, C. L., Giacalone, R. A., & Knouse, S. B. (2004). Transforming personal experience into a pedagogical tool: Ethical complaints. Journal of Business Ethics, 53, 283–295.

    Article  Google Scholar 

  • Kagan, S. (1998). Normative ethics. Boulder: Westview.

    Google Scholar 

  • Kelley, P. C., & Chang, P. L. (2007). A typology of university ethical lapses: Types, levels of seriousness, and originating location. The Journal of Higher Education, 79(4), 402–429.

    Article  Google Scholar 

  • Marnburg, E. (2000). The behavioral effects of corporate ethical codes: Empirical findings and discussion. Business Ethics: A European Review, 9(3), 200–210.

    Article  Google Scholar 

  • Martin, K. D., & Cullen, J. B. (2006). Continuities and extensions of ethical climate theory: A meta-analytic review. Journal of Business Ethics, 69, 175–194.

    Article  Google Scholar 

  • Moore, G. (2006). Managing ethics in higher education: Implementing a code or embedding virtue? Business Ethics: A European Review, 15(4), 407–418.

    Article  Google Scholar 

  • Parboteeah, K. P., Hoegl, M., & Cullen, J. B. (2008). Ethics and religion: An empirical test of a multidimensional model. Journal of Business Ethics, 80, 38–398.

    Google Scholar 

  • Ruppel, C. P., & Harrington, S. J. (2000). The relationship of communication, ethical work climate, and trust to commitment and innovation. Journal of Business Ethics, 25, 313–328.

    Article  Google Scholar 

  • Schein, E. (2004). Organizational culture and leadership. San Francisco: Jossey-Bass.

    Google Scholar 

  • Shaw, W. H. (2008). Marxism, business ethics, and corporate social responsibility. Journal of Business Ethics, 84, 565–576.

    Article  Google Scholar 

  • Stevens, B. (2008). Corporate ethical codes: Effective instruments for affecting behavior. Journal of Business Ethics, 78, 601–609.

    Article  Google Scholar 

  • Trevino, L. K., Butterfield, K. D., & McCabe, D. L. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8(3), 447–476.

    Google Scholar 

  • Trevino, L. K., & Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right (4th ed.). Hoboken: Wiley.

    Google Scholar 

  • Trevino, L. K., & Weaver, G. R. (2003). Managing ethics in business organizations. Stanford: Stanford.

    Google Scholar 

  • Van Sandt, C. (2001). An examination of the relationship between ethical work climate and moral awareness. Blacksburg: Virginia Polytechnic Institute and State University.

    Google Scholar 

  • Victor, B., & Cullen, J. B. (1988). The organizational bases of ethical work climates. Administrative Science Quarterly, 33, 101–125.

    Article  Google Scholar 

  • Weber, J. (1993). Institutionalizing ethics into business organizations: A model and research agenda. Business Ethics Quarterly, 3(4), 419–436.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Aieman Ahmad AL-Omari.

Ethical Climate Questionnaire

Ethical Climate Questionnaire

The following questions will ask you about the general climate of your university. Please indicate the extent to which you feel the following statements are true about your university

 

Items

Strongly agree 5

Agree 4

Neutral 3

Disagree 2

Strongly disagree 1

 

I-Egoistic

     

1

In this university, people are out for themselves

     

2

People are expected to further the university’s interest

     

3

There is no room for one’s own personal morals or ethics in this university

     

4

Work is considered sub-standard only when it hurts the university’s interests

     

5

In this university, people protect their own interest above other considerations

     

6

People are concerned with the university’s interest

     

7

Decisions are primarily viewed in terms of contribution to profit

     

8

People in this university are very concerned about what is best for themselves

     
 

II- Deontological

     

9

It is very important to follow strictly the university’s rules and procedures here

     

10

The first consideration is whether a decision violates any law

     

11

People are expected to comply with the law and professional standards over and above other considerations

     

12

Everyone is expected to stick by university rules and procedures

     

13

Successful people in this university go by the book

     

14

In this university, people are expected to strictly follow legal or professional standards

     

15

Successful people in this university strictly obey the university policies

     

16

In this university, the law or ethical code of theft profession is the major consideration

     
 

III- Utilitarian

     

17

In this university, people look out for each other’s good

     

18

The most important concern in this university is each person’s sense of right and wrong

     

19

In this university, our major concern is always what is best for the other person

     

20

Our major consideration is what is best for everyone in this university

     

21

It is expected that you will always do what is right for the students and public

     

22

People are very concerned about what is generally best for employees in the university

     

23

What is best for each individual is a primary concern for this university

     

24

The effect of decisions on the students and the public are a primary concern in this university

     

Rights and permissions

Reprints and permissions

About this article

Cite this article

AL-Omari, A.A. The Perceived Organizational Ethical Climate in Hashemite University. Asia-Pacific Edu Res 22, 273–279 (2013). https://doi.org/10.1007/s40299-012-0033-1

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s40299-012-0033-1

Keywords

Navigation