Consumers’ Acceptance towards Green Technology in Automotive Industries in Malacca, Malaysia

Despite the increasing realization of the significance of work ethics and moral awareness (MA) in businesses after mega scandals, such as those of Enron and Tyco, few studies have investigated the relationship between MA and employees’ performance and the intermediate mechanisms that explain this relationship. This study proposes that as employees’ work ethics are calibrated through ethical training, their MA increases, in turn affecting employees’ job performance. This experimental study is aimed at investigating the impact of MA, increased through ethical training, on employees’ job performance. Based on institutional theory, the multidimensional work ethic profile (MWEP) and strategic human resource management literature, it is hypothesized that MA of employees’ is positively correlated with employees’ performance and that this relationship is moderated by the age, gender and education level of the employees. In particular, the moral awareness component of ethical decision-making (EDM) models is considered as coextensive with work ethics in experimental design, and work ethics is depicted by a multidimensional work ethic profile (MWEP). The study used a sample of 100 employees of a golf club, divided into an experiment group and a control group with 50 employees each. The experiment group was subjected to an ethical training program focused on increasing MA. Employees’ performance for both groups was evaluated based on eight sub-variables. The study concluded that increasing MA increases employees’ performance, with no significant moderation effect of age, gender and education level on this relationship. The results of this study will go a long way in helping managers to increase the productivity of their employees through increased MA.

The behavioural integrity of leaders is not only an individual trait that can earn them respect in their personal capacity, but it also may positively affect their followers and ultimately improve the organization’s effectiveness in a variety of ways. The relationship between behavioural integrity and employees using their voice has been studied by researchers through multiple aspects. This study brings a new perspective in this discussion by investigating the effect of leaders’ behavioural integrity on employees’ voice both directly and through the mediating roles of psychological safety and trust in the leader. The cross-sectional data of 384 employees collected from the banking sector in Pakistan is used to shed light on this new perspective in the relationship between the behavioural integrity of a leader and employees’ comportment in using their voice. The results of the empirical analyses support the direct effect of the behavioural integrity of leaders on employees’ voice. A significant mediating role of psychological safety and trust is also supported in the empirical analyses. The findings of the study bear important implications for leaders and business managers working in companies by providing insight on the importance of behavioural integrity of leaders in encouraging employees to have a voice in organizations.