Industrial relations

This item is part of the Political & Rights Issues & Social Movements (PRISM) digital collection, a collaborative initiative between Florida Atlantic University and University of Central Florida in the Publication of Archival, Library & Museum Materials (PALMM).

This research study seeks to link empirically organizational commitment, trust and participatory decision making (PDM) practices and test their interrelationships. The research uses the Meyer & Allen (1984) Affective Commitment and Continuance Commitment Scale (ACCS) to measure organizational commitment and develops new scales to measure trust and PDM practices. The study hypothesizes multidimensional components for organizational commitment and trust; statistically significant associations among organizational commitment, trust and PDM practices; and trust as a preceding and intervening variable between PDM practices and organizational commitment. The research uses Pearson correlations, exploratory factor analysis and structural equation modeling to test the hypotheses. The research results support the multidimensionality of organizational commitment and trust; interrelationships among organizational commitment, trust and PDM practices; and the temporal role of trust. However, the research results do not support trust as an intervening variable between PDM practices and organizational commitment. The study concludes with opportunities for future research.

The purpose of this study was to study the relationship between the ethical fit of the employee within the organization and the establishment of employee attitudes and intentions towards the organization. Also of interest was the relationship between the organization and the individual employee's ethical decision making process. Of specific interest were the antecedents and consequences of the interaction between the ethical characteristics of the individual and the ethical climate of the organization. The benefits for both the organization and individual when an ethical fit had been achieved were studied, as were the consequences when an ethical fit did not exist. Research and theory resulting from the study of person-organization fit were reviewed and applied as the basis for the hypotheses proposed in this study. While the study of an ethical organizational fit had not been previously considered, it was proposed that the benefits and consequences from a good or poor ethical fit would be similar to those results reported for person-organization fit in other areas. Respondents (N = 248) were employed full-time, but currently enrolled in an undergraduate or graduate business degree program. From an organizational perspective, the results indicated that the respondents described their current organizational climate similar to their ideal climate. In addition, the data indicated that when an ethical fit had been achieved, employees were more satisfied, more committed, and less likely to express an intention to turnover than respondents who had not achieved an ethical fit. From an intrapersonal perspective, the results indicated that, when faced with ethical dilemmas, the respondents were less likely to express feelings of discomfort with their personal decision when the organizational expectations for decision making matched the respondents desires. The results also indicated that the respondents were less likely to express feelings of intrapersonal role conflict when faced with ethical dilemmas when the organizational expectations for decision making matched the respondents desires. In addition, organizational expectations for ethical conduct were found to be related to the ethical decision making of the individual.