ETHICAL LEADERSHIP AND EMPLOYEE RETENTION
Keywords:
Ethical leadership, character, leader-follower relations, ethical culture, employee retention, factors, strategies
Abstract
In today's competitive global corporate environment, leaders' ethical behaviour is becoming increasingly important. Leaders, when morally upright, bring tremendous business impact and retention. On the contrary, if the morale of the lead organization is not practiced, the whole image of the company is spoiled, and employees are dissatisfied. For this reason, ethical leadership must be a priority for companies today, not only for higher structural performance but also to retain employees in order to maintain a competitive advantage. Employee retention refers to an organization's ability to retain its employees, and it's becoming a major concern for businesses. Organizational culture, salary and remuneration, flexibility, and work happiness all have a significant impact on a company's retention rate. This conceptual paper examines the construct of ethical leadership and worker retention. Ethical leaders believe in the long-term implications, disadvantages, and edges of the decisions they make inside the organization. The paper reviewed extant literature that examines literature within the space of “Ethical leadership and worker retention”. The paper suggests that wise hiring is critical, that the person to be designated should be a good fit for the job as well as the organization's culture, and that it is equally essential to remember the qualifications, skills and knowledge, diligence, and perspective required for the job. Ethical leaders should determine the coaching and appropriate training for the employees.
Downloads
Download data is not yet available.
References
Abeysekera Ruwan (2007) Impact of human resource management practices on marketing executives’ turnover of leasing companies in Sri Lanka. Contemporary Management Research, 3(3).
Abraham, A., (1994) Job Satisfaction and teaching effectiveness: A study on college teachers. The Mobile Professor, Washingtom, D.C., American Council on Education.
Abrams, J., Castermans, S., Cools, H., (2008) Learning and talent management: Factors which influence the retention of (talented) employees, unpublished research report, Faculty of Psychology and Educational Sciences, University of Leuven, Leuven.
Agnihotri, R., Rapp, A., Kothandaraman, P., & Singh, R. K. (2012). An Emotion-Based Model of Salesperson Ethical Behaviors, Journal of Business Ethics, 109, 243–257.
Ahmad, M., & Rehman, H. (2011). Impact of goal clarity on perceived benefits of performance measurement, African Journal of Business Management, 5 (6), 2135-2139.
Akhtar, S., & Zia-ur-Rehman, M. (2017). Impact of managerial coaching behavior on job performance: analyzing the role of organization commitment and role clarity, Journal of Managerial Sciences, 11 (3), 298-318.
Alkhawaja, Arwa, (2017). Leadership style and employee turnover a mythical relationship or reality? M.A., in leadership studies. Capstone project papers.16
Allemeh, S. M., Harooni, A., Chaleshtari, M. S., & Asadi, A. (2013). Investigating the Relationship between Variables and Role Clarity effects on the Perceived Service Quality of Front Line Employees, International Journal of Academic Research in Business and Social Sciences, 3 (5), 121 -138.
Allen, N.J., & Meyer, J.P., (1990) The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of occupational psychology, 63(1), 1-8.
Amyx, D., Sharma, D., & Alford, B. L. (2014). The influence of role ambiguity and goal acceptance on salesperson performance and commitment, Marketing Management Journal, 24 (1), 52-65.
Ananthan B.R and Sudheendra Rao L.N (2011). Dynamics of Retention: practices and strategies, SCMS journal of Indian Management, October – December, 120-124.
Anderson, D. & Stritch, J. (2016). Goal clarity, task significance, and performance: Evidence from a laboratory experiment, Journal of Public Administration Research and Theory, 26 (2), 211-225.
Anderson, D. M., & Stritch, J. M. (2015). Goal Clarity, Task Significance, and Performance: Evidence From a Laboratory Experiment, Journal of Public Administration Research and Theory Advance, 2-24.
Arslan, M., & Zaman, R. (2014) Effect of Empowerment on Job Performance: A Study of Software Sector of Pakistan, Research on Humanities and Social Sciences, 4 (27), 23-27.
Avolio, B. J, Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational andorganizational psychology, 72 (4), 441-462.
Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice–Hall.
Barbuto Jr, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & OrganizationManagement, 31(3), 300-326.
Barling, J., Christie, A., & Turner, N. (2008). Pseudo-transformational leadership: Towards the development and test of a model. Journal of Business Ethics, 81(4), 851-861.
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics,18(3), 19-31.
Bass, B. M., & Avolio, B. J. (2000). Multifactor Leadership Questionnaire. Redwood City, CA: Mindgarden.
Bassi, L.J., & Van Buren., M.E., (1999) Sharpening the leading edge. Training and Development, 53, 1, 23-32.
Beardwell, J., and Wright, M., (2012) Recruitment and Selection: Human resource management: A contemporary approach, Harlow, Pearson Education Limited, 189-229.
Bedi, A., Alpaslan, C. M., & Green, S. (2016). A Meta-analytic Review of Ethical Leadership Outcomes and Moderators. Journal ofBusiness Ethics, 139(3), 517-536.
Bidisha, L. D., Dr. Mukulesh B. (2013). Employee retention: A literature review. IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 14, Issue 2
Branch, D (2011) Employee motivation, recognition, rewards and retention: Kicking it up a notch. CPA Practice Management Forum, 7(11), 5-7.
Brown, M. E., & Mitchell, M. S. (2010). Ethical and Unethical Leadership: Exploring New Avenues for Future Research. BusinessEthics Quarterly, 20(4), 583-616.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
Brown, M. E., Treviño, L. K., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117−134.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human DecisionProcesses, 97(2), 117-134.
Budhiraja, S., & Malhotra, M., (2013) Leadership style and organizational effectiveness in Indian IT and Banking industry. Indian Journal of Industrial Relations, 49,2, 270-285.
Burns, J. M. (1978). Leadership New York. NY: Harper and Row Publishers.
Cardy, R.L., and Lengnick-Hall, M.L (2011) Will they stay or will they go? Exploring a customer-oriented approach to employee retention. Journal of Busienss & Psychology, 6(2), 213-217.
Chen, A. S.-Y., & Hou, Y.-H. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. The Leadership Quarterly,27(1), 1-13.
Chen, C. C., Zhang, A. Y., & Wang, H. (2014). Enhancing the Effects of Power Sharing on Psychological Empowerment: The Roles of Management Control and Power Distance Orientation, Management and Organization Review 10 (1), 135–156.
Chen, X.-P., Eberly, M. B., Chiang, T.-J., Farh, J.-L., & Cheng, B.-S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of management, 40(3), 796-819.
Cheng, B., Chou, L., Huang, M., Farh, J.-L., & Peng, S. (2003). A triad model of paternalistic leadership: Evidence from business organizations in Mainland China. Indigenous Psychological Researchin Chinese Societies.
Chitra devi. S, Latha, E., (2011) International Journal of Research in Commerce, IT and Management, 1(4)
Chughtai, A., Byrne, M., & Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics, 128(3), 653-663.
Ciulla, J. B. (1998). Ethics, the Heart of Leadership. Westport, CT: Quorum Books.
Daniel Eseme Gberevbie (2010) Strategies for employee recruitment, retention and performance: Dimension of the federal civil service of Nigeria. African Journal of Business Management, 4(8), 1447-1456.
Darcy, K. T. (2010). Ethical Leadership: The past, present and future. International Journal of Disclosure & Governance, 7(3), 198-212.
Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in leader–member relationships. TheLeadership Quarterly, 13(5), 615-634.
David, C. Kyalo (2019). Effect of ethical leadership on employee performance: A case of old mutual Kenya. A Research Project Submitted to the School of Business, United States International University.
Davy. J., Kinicki. A., Scheck C (1991) Developing and testing a model of survivor responses to layoffs. Journal of Vocational Behaviour, 38, 302-317.
De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3), 297-311.
De Hoogh, A., & Den Hartog, D. (2009). Ethical leadership: the positive and responsible use of power In Power and Interdependencein Organizations, ed. D Tjosvold, B Wisse, pp. 338–54. Cambridge, UK: Cambridge Univ. Press.
Deery, M (2008) Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 20(7), 792-806.
Demirtas, O., & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel Psychology, 57(1), 61-94.
Ellet, A.J., Ellis, J.I., Westbrook, T.M., and Dews, D., (2007) A Qualitative study of 369 child welfare professionals’ perspectives about factors contributing to employee retention and turnover. Children and Youth Services Review, 29 (2), 264-281.
Fitz-enz, J., (1990) Getting and keeping good employees. In personnel, 67, 25-29.
Franckeiss, A., (2008) Mining the good from the goodbyes. Human resource management international digest.
Goulet, L.R., & Frank, M.L., (2002) Organizational commitment across three sectors: Public, non-profit and for-profit. Public Personnel Management, 31(2), 201-210.
Hausknecht, J.P., Rodda, J., & Howard, M.J., (2009) Targeted employee retention: Performance based and Job-related differences in reported reasons for staying. Human Resource Management, 48, 269-288.
Hay Group Insight (2009) Engaging and enabling employees to improve performance outcome. Hay Group’s survey research division.
Holtom, B.C., Mitchel, T.R., Lee, T.W & Eberly, M.B (2008) Turnover and retention research: A glanceat the past, a closer. The Academy of Management Annals, 2(1), 231-274.
Horwitz, F.M., Heng, C.T., & Quazi, H.A., (2003) Finders, Keepers? Attracting, motivating and retaining knowledge workers. Human Resource Management, 13, 23-44.
Hyman, J., & Summers, J., (2004) Lacking balance? Work-life employment practices in the modern economy. Personnel Review, 33, 418-29.
Jonathan, P., Doh, Richard, R., Smith, Stephen A., Stumpf, Walter, G., Tymon, Jr., (2011) Pride and professionals: retaining talent in emerging economies. Journal of business strategy, 32, 5, 35-42.
Kate Hutchings, Helen De Cieri, Tracey Shea (2011) Employee attraction and retention in the Australian Resources Sector, 53(1), 83-101.
Kaye, B., & Jordan-Evans, S., (2002) Retention in tough times: Here’s what 25 global talent leaders say about keeping good people-especially now. Talent Development, 56, 32-37.
Khairunnezam Mohd Noor (2011) Work-life balance and intention to leave among academics in Malaysian Public Higher Education Institutions. International Journal of Business and Social Science, 2(11), special issue, 240-248.
Khalid, K., & Bano, S. (2015). Can Ethical Leadership Enhance Individual’s Task Initiatives? Journal of Business Law and Ethics, 3 (1), 62-84.
Kim, H. J., Tavitiyaman, P., & Kim, W. G. (2009). The effect of management commitment to service on employee service behaviors: The mediating role of job satisfaction, Journal of Hospitality & Tourism Research, 33 (3), 369–390.
Koh, H., & Goh, C., (1995) An analysis of factors affecting the turnover intention of non-managerial clerical staff: a Singapore study. The International Journal of Human Resource Management, 6(1), 104-125.
Kossivi, B, Xu, M., & Kalgora,B (2016) Study on determining factors of employee retention. Open Journal of Social Sciences, 4, 261-268.
Lynn, G. S., & Kalay, F. (2016). The effect of vision and role clarity on team performance, International Journal of Economic and Administrative Studies, 17, 176-196.
Maqsood Haider, Amran Rasli, Chaudhry Shoaib Akhtar, Rosman Bin Mohammesd Yusoff, Omair Mujahid Malik, Alamzeb Aamir, Ahmed Arif, Shaheryar Naveed, Fariha Tariq (2005) Impact of human resource practices on employee retention in the Telecom sector. International Journal of Economics and Financial issues, 5, special issue 5, 63-69.
McNeese., Smith, D., (1995) Job satisfaction, productivity and organizational commitment. Journal of Nurse Association, 25, 17-26.
Milkovich, G.M., & Newman, J.M., (2004) compensation, 8th edition, Irwin McGraw-Hill, Burr Ridge.
Olajide, T. O., Okunbanjo, O. I., & Adeoye, A. O. (2016). Delegation of Authority and Employee Performance: An Empirical Evidence from Ikeja Division in Lagos State, Journal of Entrepreneurship & Innovation, 8 (8), 103-110.
Onuoha, U. D., Ogunjinmi, T., & Owodunni, M. (2016). Role clarity, Self-Concept and Job Satisfaction of Library Personnel in Selected University Libraries in Ogun State, Nigeria, Journal of Applied Information Science and Technology, 9 (2), 9-16.
Singh, A. S., & Masuku, M. B. (2014). Sampling techniques & determination of sample size in applied statistics research: An overview, International Journal of Economics, Commerce and Management, 2 (11), 1-22.
Suliman, A., & Kathairi, M.A. (2013). Organizational justice, commitment and performance in developing countries: The case of the UAE, Employee Relations, 35 (1), 98-115.
Tiwari, P., (2012) Human resource management practices: A comprehensive review. Pakistan Business Review, 669-705.
Van Knippenberg, D., De Cremer, D., & van Knippenberg, B. (2007). Leadership and fairness: The state of the art, European Journal of Work and Organizational Psychology, 16 (2), 113-140.
Wang, X., Liao, J., Xia, D., & Chang, T. (2010). The impact of organizational justice on work performance -mediating effects of organizational commitment and leader-member exchange, International Journal of Manpower, 31 (6), 660-677.
Yukl, G. (2010). Leadership in Organizations. Upper Saddle River, NJ: Pearson Education
Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership, Journal of Leadership & Organizational Studies, 20 (1), 38-48.
Zulkafli, K.. (2008). Teacher engagement in decision making, organizational support and work commitment. Unpublished master thesis: Universiti Sains Malaysia.
Abraham, A., (1994) Job Satisfaction and teaching effectiveness: A study on college teachers. The Mobile Professor, Washingtom, D.C., American Council on Education.
Abrams, J., Castermans, S., Cools, H., (2008) Learning and talent management: Factors which influence the retention of (talented) employees, unpublished research report, Faculty of Psychology and Educational Sciences, University of Leuven, Leuven.
Agnihotri, R., Rapp, A., Kothandaraman, P., & Singh, R. K. (2012). An Emotion-Based Model of Salesperson Ethical Behaviors, Journal of Business Ethics, 109, 243–257.
Ahmad, M., & Rehman, H. (2011). Impact of goal clarity on perceived benefits of performance measurement, African Journal of Business Management, 5 (6), 2135-2139.
Akhtar, S., & Zia-ur-Rehman, M. (2017). Impact of managerial coaching behavior on job performance: analyzing the role of organization commitment and role clarity, Journal of Managerial Sciences, 11 (3), 298-318.
Alkhawaja, Arwa, (2017). Leadership style and employee turnover a mythical relationship or reality? M.A., in leadership studies. Capstone project papers.16
Allemeh, S. M., Harooni, A., Chaleshtari, M. S., & Asadi, A. (2013). Investigating the Relationship between Variables and Role Clarity effects on the Perceived Service Quality of Front Line Employees, International Journal of Academic Research in Business and Social Sciences, 3 (5), 121 -138.
Allen, N.J., & Meyer, J.P., (1990) The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of occupational psychology, 63(1), 1-8.
Amyx, D., Sharma, D., & Alford, B. L. (2014). The influence of role ambiguity and goal acceptance on salesperson performance and commitment, Marketing Management Journal, 24 (1), 52-65.
Ananthan B.R and Sudheendra Rao L.N (2011). Dynamics of Retention: practices and strategies, SCMS journal of Indian Management, October – December, 120-124.
Anderson, D. & Stritch, J. (2016). Goal clarity, task significance, and performance: Evidence from a laboratory experiment, Journal of Public Administration Research and Theory, 26 (2), 211-225.
Anderson, D. M., & Stritch, J. M. (2015). Goal Clarity, Task Significance, and Performance: Evidence From a Laboratory Experiment, Journal of Public Administration Research and Theory Advance, 2-24.
Arslan, M., & Zaman, R. (2014) Effect of Empowerment on Job Performance: A Study of Software Sector of Pakistan, Research on Humanities and Social Sciences, 4 (27), 23-27.
Avolio, B. J, Bass, B. M., & Jung, D. I. (1999). Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of occupational andorganizational psychology, 72 (4), 441-462.
Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice–Hall.
Barbuto Jr, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & OrganizationManagement, 31(3), 300-326.
Barling, J., Christie, A., & Turner, N. (2008). Pseudo-transformational leadership: Towards the development and test of a model. Journal of Business Ethics, 81(4), 851-861.
Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics,18(3), 19-31.
Bass, B. M., & Avolio, B. J. (2000). Multifactor Leadership Questionnaire. Redwood City, CA: Mindgarden.
Bassi, L.J., & Van Buren., M.E., (1999) Sharpening the leading edge. Training and Development, 53, 1, 23-32.
Beardwell, J., and Wright, M., (2012) Recruitment and Selection: Human resource management: A contemporary approach, Harlow, Pearson Education Limited, 189-229.
Bedi, A., Alpaslan, C. M., & Green, S. (2016). A Meta-analytic Review of Ethical Leadership Outcomes and Moderators. Journal ofBusiness Ethics, 139(3), 517-536.
Bidisha, L. D., Dr. Mukulesh B. (2013). Employee retention: A literature review. IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 14, Issue 2
Branch, D (2011) Employee motivation, recognition, rewards and retention: Kicking it up a notch. CPA Practice Management Forum, 7(11), 5-7.
Brown, M. E., & Mitchell, M. S. (2010). Ethical and Unethical Leadership: Exploring New Avenues for Future Research. BusinessEthics Quarterly, 20(4), 583-616.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
Brown, M. E., Treviño, L. K., & Harrison, D. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117−134.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human DecisionProcesses, 97(2), 117-134.
Budhiraja, S., & Malhotra, M., (2013) Leadership style and organizational effectiveness in Indian IT and Banking industry. Indian Journal of Industrial Relations, 49,2, 270-285.
Burns, J. M. (1978). Leadership New York. NY: Harper and Row Publishers.
Cardy, R.L., and Lengnick-Hall, M.L (2011) Will they stay or will they go? Exploring a customer-oriented approach to employee retention. Journal of Busienss & Psychology, 6(2), 213-217.
Chen, A. S.-Y., & Hou, Y.-H. (2016). The effects of ethical leadership, voice behavior and climates for innovation on creativity: A moderated mediation examination. The Leadership Quarterly,27(1), 1-13.
Chen, C. C., Zhang, A. Y., & Wang, H. (2014). Enhancing the Effects of Power Sharing on Psychological Empowerment: The Roles of Management Control and Power Distance Orientation, Management and Organization Review 10 (1), 135–156.
Chen, X.-P., Eberly, M. B., Chiang, T.-J., Farh, J.-L., & Cheng, B.-S. (2014). Affective trust in Chinese leaders: Linking paternalistic leadership to employee performance. Journal of management, 40(3), 796-819.
Cheng, B., Chou, L., Huang, M., Farh, J.-L., & Peng, S. (2003). A triad model of paternalistic leadership: Evidence from business organizations in Mainland China. Indigenous Psychological Researchin Chinese Societies.
Chitra devi. S, Latha, E., (2011) International Journal of Research in Commerce, IT and Management, 1(4)
Chughtai, A., Byrne, M., & Flood, B. (2015). Linking ethical leadership to employee well-being: The role of trust in supervisor. Journal of Business Ethics, 128(3), 653-663.
Ciulla, J. B. (1998). Ethics, the Heart of Leadership. Westport, CT: Quorum Books.
Daniel Eseme Gberevbie (2010) Strategies for employee recruitment, retention and performance: Dimension of the federal civil service of Nigeria. African Journal of Business Management, 4(8), 1447-1456.
Darcy, K. T. (2010). Ethical Leadership: The past, present and future. International Journal of Disclosure & Governance, 7(3), 198-212.
Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in leader–member relationships. TheLeadership Quarterly, 13(5), 615-634.
David, C. Kyalo (2019). Effect of ethical leadership on employee performance: A case of old mutual Kenya. A Research Project Submitted to the School of Business, United States International University.
Davy. J., Kinicki. A., Scheck C (1991) Developing and testing a model of survivor responses to layoffs. Journal of Vocational Behaviour, 38, 302-317.
De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. The Leadership Quarterly, 19(3), 297-311.
De Hoogh, A., & Den Hartog, D. (2009). Ethical leadership: the positive and responsible use of power In Power and Interdependencein Organizations, ed. D Tjosvold, B Wisse, pp. 338–54. Cambridge, UK: Cambridge Univ. Press.
Deery, M (2008) Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 20(7), 792-806.
Demirtas, O., & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel Psychology, 57(1), 61-94.
Ellet, A.J., Ellis, J.I., Westbrook, T.M., and Dews, D., (2007) A Qualitative study of 369 child welfare professionals’ perspectives about factors contributing to employee retention and turnover. Children and Youth Services Review, 29 (2), 264-281.
Fitz-enz, J., (1990) Getting and keeping good employees. In personnel, 67, 25-29.
Franckeiss, A., (2008) Mining the good from the goodbyes. Human resource management international digest.
Goulet, L.R., & Frank, M.L., (2002) Organizational commitment across three sectors: Public, non-profit and for-profit. Public Personnel Management, 31(2), 201-210.
Hausknecht, J.P., Rodda, J., & Howard, M.J., (2009) Targeted employee retention: Performance based and Job-related differences in reported reasons for staying. Human Resource Management, 48, 269-288.
Hay Group Insight (2009) Engaging and enabling employees to improve performance outcome. Hay Group’s survey research division.
Holtom, B.C., Mitchel, T.R., Lee, T.W & Eberly, M.B (2008) Turnover and retention research: A glanceat the past, a closer. The Academy of Management Annals, 2(1), 231-274.
Horwitz, F.M., Heng, C.T., & Quazi, H.A., (2003) Finders, Keepers? Attracting, motivating and retaining knowledge workers. Human Resource Management, 13, 23-44.
Hyman, J., & Summers, J., (2004) Lacking balance? Work-life employment practices in the modern economy. Personnel Review, 33, 418-29.
Jonathan, P., Doh, Richard, R., Smith, Stephen A., Stumpf, Walter, G., Tymon, Jr., (2011) Pride and professionals: retaining talent in emerging economies. Journal of business strategy, 32, 5, 35-42.
Kate Hutchings, Helen De Cieri, Tracey Shea (2011) Employee attraction and retention in the Australian Resources Sector, 53(1), 83-101.
Kaye, B., & Jordan-Evans, S., (2002) Retention in tough times: Here’s what 25 global talent leaders say about keeping good people-especially now. Talent Development, 56, 32-37.
Khairunnezam Mohd Noor (2011) Work-life balance and intention to leave among academics in Malaysian Public Higher Education Institutions. International Journal of Business and Social Science, 2(11), special issue, 240-248.
Khalid, K., & Bano, S. (2015). Can Ethical Leadership Enhance Individual’s Task Initiatives? Journal of Business Law and Ethics, 3 (1), 62-84.
Kim, H. J., Tavitiyaman, P., & Kim, W. G. (2009). The effect of management commitment to service on employee service behaviors: The mediating role of job satisfaction, Journal of Hospitality & Tourism Research, 33 (3), 369–390.
Koh, H., & Goh, C., (1995) An analysis of factors affecting the turnover intention of non-managerial clerical staff: a Singapore study. The International Journal of Human Resource Management, 6(1), 104-125.
Kossivi, B, Xu, M., & Kalgora,B (2016) Study on determining factors of employee retention. Open Journal of Social Sciences, 4, 261-268.
Lynn, G. S., & Kalay, F. (2016). The effect of vision and role clarity on team performance, International Journal of Economic and Administrative Studies, 17, 176-196.
Maqsood Haider, Amran Rasli, Chaudhry Shoaib Akhtar, Rosman Bin Mohammesd Yusoff, Omair Mujahid Malik, Alamzeb Aamir, Ahmed Arif, Shaheryar Naveed, Fariha Tariq (2005) Impact of human resource practices on employee retention in the Telecom sector. International Journal of Economics and Financial issues, 5, special issue 5, 63-69.
McNeese., Smith, D., (1995) Job satisfaction, productivity and organizational commitment. Journal of Nurse Association, 25, 17-26.
Milkovich, G.M., & Newman, J.M., (2004) compensation, 8th edition, Irwin McGraw-Hill, Burr Ridge.
Olajide, T. O., Okunbanjo, O. I., & Adeoye, A. O. (2016). Delegation of Authority and Employee Performance: An Empirical Evidence from Ikeja Division in Lagos State, Journal of Entrepreneurship & Innovation, 8 (8), 103-110.
Onuoha, U. D., Ogunjinmi, T., & Owodunni, M. (2016). Role clarity, Self-Concept and Job Satisfaction of Library Personnel in Selected University Libraries in Ogun State, Nigeria, Journal of Applied Information Science and Technology, 9 (2), 9-16.
Singh, A. S., & Masuku, M. B. (2014). Sampling techniques & determination of sample size in applied statistics research: An overview, International Journal of Economics, Commerce and Management, 2 (11), 1-22.
Suliman, A., & Kathairi, M.A. (2013). Organizational justice, commitment and performance in developing countries: The case of the UAE, Employee Relations, 35 (1), 98-115.
Tiwari, P., (2012) Human resource management practices: A comprehensive review. Pakistan Business Review, 669-705.
Van Knippenberg, D., De Cremer, D., & van Knippenberg, B. (2007). Leadership and fairness: The state of the art, European Journal of Work and Organizational Psychology, 16 (2), 113-140.
Wang, X., Liao, J., Xia, D., & Chang, T. (2010). The impact of organizational justice on work performance -mediating effects of organizational commitment and leader-member exchange, International Journal of Manpower, 31 (6), 660-677.
Yukl, G. (2010). Leadership in Organizations. Upper Saddle River, NJ: Pearson Education
Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership, Journal of Leadership & Organizational Studies, 20 (1), 38-48.
Zulkafli, K.. (2008). Teacher engagement in decision making, organizational support and work commitment. Unpublished master thesis: Universiti Sains Malaysia.
Published
2021-12-13
How to Cite
Isiramen, D. O. M. (2021). ETHICAL LEADERSHIP AND EMPLOYEE RETENTION. GPH-International Journal of Business Management, 4(12), 10-26. https://doi.org/10.5281/zenodo.6992244
Section
Articles
Copyright (c) 2021 GPH - International Journal of Business Management (IJBM)
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Author(s) and co-author(s) jointly and severally represent and warrant that the Article is original with the author(s) and does not infringe any copyright or violate any other right of any third parties and that the Article has not been published elsewhere. Author(s) agree to the terms that the GPH Journal will have the full right to remove the published article on any misconduct found in the published article.
