International Journal For Multidisciplinary Research

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Relationship between Attitude and Organizational Ethics among Employees in the Banking Industry

Author(s) Alfe Therese A. Malla, Dr. Janessa G. Pilar
Country Philippines
Abstract The study's objectives were to evaluate employee attitude and organizational ethics as reported by bank employees and determine whether there was a significant correlation or difference between the two in regard to the demographics of workers in the banking sector. Frequency count was applied to the bank employees' demographic profile. Mean, was used to evaluate the level of employee attitude and organizational ethics whereas analysis of variance (ANOVA) was used to analyze the significant difference and relationship in the employee attitude and organizational ethics towards the demographic profile.

Findings of the study found a moderate positive correlation between employee attitude and organizational ethics, indicating that as the level of employee attitude (job satisfaction, job involvement, and organizational commitment) increases, the level of organizational ethics (employee effort, honesty, teamwork, and accountability) also tends to increase. Nevertheless, the study found a moderate level of employee attitude with job involvement being the highest-rated aspect, leaders should focus on enhancing job satisfaction and organizational commitment. Further study recommended that by focusing on employee attitude and organizational ethics banks can create a culture that supports ethical behavior, enhances employee commitment, and builds trust with stakeholders.
Keywords Job Satisfaction, Job Involvement, Organizational Commitment, Effort, Honesty, Teamwork, Accountability
Field Business Administration
Published In Volume 6, Issue 3, May-June 2024
Published On 2024-06-23
Cite This Relationship between Attitude and Organizational Ethics among Employees in the Banking Industry - Alfe Therese A. Malla, Dr. Janessa G. Pilar - IJFMR Volume 6, Issue 3, May-June 2024. DOI 10.36948/ijfmr.2024.v06i03.23169
DOI https://doi.org/10.36948/ijfmr.2024.v06i03.23169
Short DOI https://doi.org/gt244j
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