Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1.

Federal
University of Technology, Owerri, (FUTO).

EFFECTS OF ETHICAL BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE:

EVIDENCE FROM THREE SERVICE ORGANIZATIONS IN LAGOS, NIGERIA.

BY
KEHINDE, OLADELE JOSEPH (Ph.D)
Lecturer, Department of Business Studies,

Covenant University, Ota, Ogun State, Nigeria.

E-mail: [email protected]

Tel: +234-08137446490

Abstract
Many modern organizations are today faced with numerous challenges such as illegal
and unethical business practices in a number of business transactions. Most
organizations have come up with codes of ethics in dealing with ethical issues
challenging them. Code of ethics is the set of moral principles used by an organization to
steer the conduct of the organization, and employees in all their business activities both
internally and externally. The paper uses a quantitative method with two hypotheses
stated in the null form. Results were analyzed with the aid of appropriate test statistics.
Findings revealed that ethical behaviour has effects on the performance of an
organization and that good ethical behaviour has a positive correlation with
organizational performance. Suitable policy recommendations were offered which
decision makers in business organizations and government functionaries will find highly
useful.
Key words: Ethics; Behaviour; Service; Organization; performance.

INTRODUCTION
Over the years, the term ethics in organizational performance has long been associated
with management scholars and business leaders around the world. There is a broad
agreement around the world that as a matter of corporate policy, every organization
strives to be committed in a manner that is ethically transparent. Steinberg (1994)
argued that ethics in the world of organization’s business involve “ordinary decency”

1
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

which encompasses such areas as integrity, honesty and fairness. Behaving in an

ethical manner is seen as part of the social responsibility of organization, which itself
depends on the philosophy that organizations ought to impact the society in ways that
goes beyond the usual profit maximization objective Adenubi (2000).

It is often argued in many instances that, it is in the interest of an organization to behave

in a way that recognizes the need for moral and ethical content in managerial decision
as this will benefit the organization especially in the long run.

Ethical behaviour is characterized by honesty, fairness and equity in interpersonal,

professional and academic relationship and it respects the dignity, diversity and the right
of individual and groups of people. Legan. (2000). Therefore for an organization to
move forward in the aspect of performance, it is however important for such an
organization to have a good understanding of ethics and also take it seriously as this
can undermine the competitive strength of the organization and the society at large.

Morals spring virtually from every decision, thus organization stability and survival
depends on the consistency of quality of ethical decision made by managers. Managers
are challenged and encouraged to have obligation on organization performance and
society at large, to support and the assist the society to imbibe the ethical culture in
which there was the interest of is everyone [Oladunni, 2000].

In recent times, most organizations have come up with codes of ethics in dealing with
ethical issues challenging them. Code of ethics as defined by the national institute of the
management is a set of moral principle used by organization to steer conduct of the
organization itself and the employee, in all their business activities, both internally and
externally. According to cole, (1996), he stated that codes are opposed to
straightforward policy have advantage of providing explicit guidance on key moral
issues that might arise during the course of organization activities.

Statement of research Problem and objectives.

Many modern organizations are faced with numerous challenges such as illegal and
unethical behaviour in a number of business transactions. Managers are also faced with
the challenge of evaluating the effect of this critical behaviour on the performance of

2
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

such organizations. Again, many business managers operate their activities today,
without keen interest of bothering whether their actions are right or wrong and the extent
of employees understanding of the term ethics while the level of compliance is highly
infinitesimal, (Oladunni 2002).The way Nigerian society cares little about the source of
wealth tend to make some of these business operators to begin to wonder about the
necessity of ethics in an organization.

The objectives of this research among others are to:[a]critically x-ray the effects of
ethical behaviors on organizational performance.[b]establish whether ethical behaviour
has any relationship with organizational performance.[c]show-case the necessity of
good ethics to the success and eventual institutionalization of an organization.

The research uses a quantitative method with two null hypotheses, which states thus: (i)
Ethical behavior has no effect on organizational performance (ii) There is no relationship
between employees ethical behavior and organizational performance. The significance
of this study is multi-faceted as it helps in identifying the essence of ethnical behaviour
on organizational performance, as this will enhance employees’ performance as things
are done correctly in a coordinated member. Moreover, newly established firms and
organizations will actually know the place of proper ethical behaviour in the continued
existence of such an organization. The research of this nature is very important to
developing nations like Nigeria that already has a high level of known corruption and
sharp business practices, which have permeated all facets of Nigeria’s national life.

LITERATURE REVIEW

Today, many African Nations are faced with the crisis that is making the competitive
strength of the business organization more challenging. This crisis involves people in
business, customer, and at the peak of unethical behaviour and especially more
worrisome is the unethical behaviour among employees at all level of the organization.
For example, a recent study found that employees theft ranges from stealing company’s
product to using company’s service without authorization, such as making personal long
distance calls at work (thereby “stealing” both the call and their productive time

3
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

Akinbayo, 2000). Others on the other hand forge checks and commit other type of fraud.
All this acts represent theft, Stephen (2000).

Moreover, we easily hear today of illegal and unethical behaviour in many business
organizations, such practices as we know occur throughout the world. This therefore
reminds us of the challenges that organizations face as the first quarter of this
millennium advances with its hydra-headed challenges. There is a great concern of the
quality of ethical conduct in all types of organization all over the world in which Nigeria is
no exemption. Kolade (1999).

Today, it is indeed no news about the poor attitude of Nigerian workers to work. Kolade
[1999] in his remark, made at the quarterly luncheon of the institute of personnel
management of Nigeria, Lagos branch in August 1984,reiterates attitude of the Nigerian
worker to work. He noted the often-expressed view that Nigerians generally have a poor
attitude to work, like most other general statements. Also, Oladunni [2002] once
observed that it is believed in Nigeria that people have poor attitude to work or do not
like to work, which result in the low productivity in some organizations. This is rooted in
the McGregor theory X approach. When people are forced to do things like Nigerians
experience during military era, people tend to put in their best and thus behave well.

MEANING OF ETHICS

The terms ‘moral’ and ‘ethical’ are often used equivalent to ‘good’ or ‘bad’ and as
opposed to ‘immoral’ and ‘unethical’ Frankene, (1993). Ethics is defined by Miner (1998)
as a philosophy of human conduct; reflecting prevailing values especially those a moral
nature. According to Kiston, (1996) ethics are moral principles that explain what is right
or wrong, good or bad and what is appropriate or inappropriate in various setting.
Bucholz [2003], in his work on business ethics, sees ethics as the guiding values;
principles and standards that help people determine how things ought to be done.
Ethics is a set of standard of right and wrong established by a particular group and
imposed on members of that group as a means of regulating and setting limit on
behavior, Judith (2003). Ethics are defined as the system of rules that governs the

4
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

ordering of values. This idea makes it possible to prescribe a code of behavior for both
work and one’s personal life. Robert Cardy (2005).

To sum-up the above definitions, one can therefore define ethics as standard of morality
that guides individual and organization in following certain norms of conduct when
dealing with each other. It can be said to be the moral evaluation of decision and action
as right and wrong on the basis of commonly accepted principles or behavior. More so,
it is applied of society relationship.

UNETHNICAL BEHAVIOUR: WHY DOES IT OCCUR IN ORGANIZATIONS?

The potential for individuals and organization to behave unethically is limitless.

Unfortunately, this potential is too frequently realized. Consider, for example, how greed
overtook concerns about human welfare in a number of cases. Companies that dump
dangerous medical waste materials into our rivers and oceans also appear to favour
their own interests over public safety and welfare. Although these examples are better
known than many others, they do not appear to be unusual. In fact the story they tell
may be far more typical than we would like, as one expert estimates that about two-
thirds of the 500 largest corporations have been involved in one form of illegal behavior
or another. Gellerman, (1986).

Unfortunately, unethical organizational practices are embarrassingly very common

today. It is east to define such practices as dumping polluted chemical wastes into
rivers, overcharging the government for Medicaid services, e.t.c. Yet these and many
other unethical practices go on almost routinely in many organizations. Why is this so?
In other words, what accounts for the unethical actions in which individuals knew or
should have known that the organization was committing an unethical act?

One answer to the question of why individuals knowingly commit unethical actions is
based on the idea that organizations often reward behaviors that violate ethical
standards. Consider, for example, many business executives and top government
officials deal in bribes and payoffs, despite the negative publicity and ambiguity of some
laws, and how good corporate citizens who blow the whistle on organizational

5
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

wrongdoing may fear being punished for their actions. Jansen and Von Glinow (1985)
explain that organizations tend to develop counter norms, accepted organizational
practices, which are contrary to prevailing ethnical standards.

Indeed, governmental regulations requiring full disclosure and freedom of information

reinforce society’s values towards openness and honesty. Within organizations,
however, it is often considered not only acceptable, but also desirable, to be much more
secretive and deceitful. The practice of stonewalling, willingly hiding relevant
information, is quite common. One reason for this is that organizations may actually not
reward those who are too open and honest. Look at the negative treatment experienced
by many employees who are willing to blow the whistle on unethical behavior in their
organization.

Many other organizational counter norms that promote morally and ethnically
questionable practices. Because these practices are commonly rewarded and accepted
suggest that organization may be operating within a world that dictates its own set of
accepted rules. This reasoning suggests another answer to the question of why
organizations knowingly act unethically namely, because managerial values exists that
undermine integrity. In an analysis of executive integrity, Wolfe [1999] explains that
mangers have developed some ways of thinking (of which they may be quite unaware)
that foster unethical behavior.

Within the literature on corporate illegality, the predominant view is that pressure and
need force organizational members to behave unethically and develop corresponding
rationalizations; however, according to recent research this explanation only accounts
for illegal acts in some cases; Baucus and Near, (1999). In their data, poor
organizational performance and low organizational slack (the access that remains once
a firm has paid its various internal and external constituencies to maintain cooperation)
were not associated with illegal behavior, and wrongdoing frequently occurred in
munificent environments.

6
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

THEREFORE, WHAT THEN IS ETHICAL BEHAVIOUR?

Ethnical behaviour is acting in ways that are consistent with one’ personal values and
the commonly held values of the organization and society,[Nielsen,1999a].Unethical
behaviour by employees can affect individuals, work teams, and even the organization
(Arlow,2000,). Organizations thus depend on individuals to act ethically. Several years
ago, a company launched a program to integrate its ethical standards into everyday
business conduct (Wagel, 1987). It developed a booklet of ethical standards, distributed
it to all employees, and undertook a massive training effort to express to all employees
the importance of ethical behaviour.

Interestingly, today, it is worthy to note that high-intensity business environment makes

it more important than ever to have a strong ethnical program in place. In a survey of
more than 4,000 employees conducted by the Washington, D.C. – based ethics
resource centre, one-third of the employees said that they had witnessed ethical
misconduct in the past year. Ethics and ethical behavior go hand in hand. Formally
defined, ethical behavior refers to that which is morally accepted as ‘good and right’ as
opposed to ‘bad and wrong’ in a particular situation. Silver Stein (1989). It is therefore
the principle relating to what is right and wrong. Scholars have enumerated some
essential elements of ethical behaviour as regards organizational concerns. These
essential elements according to Crosby [1997]; Robbins [2001] Bucholz [2003] amongst
others, include: Integrity; Accountability; Code of ethics/ethical programmes; ethical
decision making; and ethical environment.

As regards ethical climate of an organization, it is the shared set of undertakings about what correct
behavior is and how ethical issues will be handled. This climate sets the tone for decision making at all
levels and in all circumstances. Some of the factors that may be emphasized in different ethical climate
of organizations according to Hunt [1991]; Robbins [2001]; are: personal self interest; company profit;
operating efficiency; individual friendships; team interest; social responsibility; personal morality;
Rules and standard procedures; Laws and professional codes e.t.c.

The ethical climate of different organizations can emphasize different things. When the ethical climate
is not clear and positive, ethical dilemmas will often result in unethical behavior. In such instances, an

7
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

organization’s culture also can predispose its members to behave unethically. For example, recent
research has found a relationship between organizations with a history of violating the law and
continued illegal behavior. (Baucus and Near, (1991). Thus, some organizations have a culture that
reinforces illegal activity. In addition, some firms are known to selectively recruit and promote
employees who have personal values consistent with illegal behavior; firms also may socialize
employees to engage in illegal acts as a part of their normal. Job duties, pressure, opportunity and
predisposition can all be due to unethical activities, however, organizations must still take a proactive
stance to promote ethical climate. Churchill et al. (2000) suggest that within the organizational
environment there are five categories of variable that have an effect on individual performance: (1)
goals, objectives, and culture; (2) personnel; (3) financial resources; (4) production capabilities; and (5)
research and development. Whereas the focus in the current study is on both short-term and long-term
performances, an argument can be made that efficiency and effectiveness of employees may be
influenced negatively if their work climate includes a cue that indicates prevalent unethical actions.

ANALYSIS AND DISCUSSION OF FINDINGS

This study was conducted among three service firms. During the study, sixty-six
questionnaires were distributed among three leading advertising agencies in Lagos in
equal proportion. After the questionnaires were harvested, sixty- four were returned.
However, four of the returned questionnaires were rejected because they were not
properly filled. So, this research is based on the returned sixty questionnaires that were
properly filled. Findings from the analyzed questionnaires were highly revealing and
educating as it shows the effect that good ethical behaviour will have on organizational
performance. Findings also reveal the level /kind of relationship that exist between
employees’ ethical behaviour and organizational performance.

In the testing of hypotheses, Pearson correlation was used to test the second
hypothesis while the chi-square was used to test the first hypothesis as it involves
counting the number of response for options provided in the questionnaires.

HYPOTHESIS 1. Ethical behavior has no effect on an organization’s performance

Table 1.

8
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

Observed N Expected N Residual

Strongly agree 33 20.0 13.0
Agree 24 20.0 4.0
Uncertain 3 20.0 -17.0
Total 60
Source: field survey, 2010

Table 2.

Observed Expected (0 – E)2

Frequency Frequency (0 – E) (0 – E)2 E
(E)
Strongly agree 33 20.0 13 169 8.45
Agree 24 20.0 4.0 16 0.8
Uncertain 3 20.0 -17 289 14.45
Disagree - - - - -
Strongly - - - - -
disagree
Total 60 23.7
Source: Field Survey, 2010

Using Chi-Square

X2 = ∑ (O – E)
________
E

X 2 = 23.7%

DF; Degree of freedom = 3-1 =2

Tabular x2 at 0.05 and 2 degree of freedom = 5.99

Decision Rule

9
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

Calculated is greater than tabulated x2 i.e. 23.7% > 5.99

Therefore, null hypothesis (H0) is rejected and the alternative hypothesis (H1) is
accepted. This shows that ethical behavior has an effect on organizational performance.

Test Statistics

Ethical behavior has an

affect on an organization’s
performance.
Chi – Square (a) 23.700
df 2
Asymp. Sig. .000
a 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 20.0

HYPOTHESIS TWO

3) H0: There is no relationship between employee ethical behaviour and

organization performance.

H1: There is a relationship between employee ethical behaviour and organization

performance.

Table 3. Correlation

EB OP
EB Pearson Correlation 1 .610(**)
sig. (2tailed) .000
N 60 60

10
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

OP Pearson Correlation .610(**) 1

Sig (Tailed) .000
N 60 60
** Correlation is significant at the 0.01 level (2-tailed).

Coefficient of determinant (COD)

The coefficient of the determinant is given by the formula

C.O.D=r^2x100

Where r=Pearson Correlation=0.610

Correlation is significant at 0.001 levels (2-tailed)

= (0.610)^2x100

=0.3721x100 =37%

The correlation of r=0.610, mean 37% shared variable between ethical behavior and
organizational performance. This implies that ethical behavior helps to explain to explain
% of the variance in the respondent’s scores on the organizational performance scale.

DECISION

The correlation(r=0.610) between ethical behaviour and organizational performance is

significant at that level. Thus rejecting the null hypothesis (H0) and accept the
alternative hypothesis (H1). This implies that there is a relationship between ethical
behavior and organizational performance.

CONCLUSION
It must be emphasized that the challenge of ethical behaviour must be met by organizations if
they are truly concerned about survival uprightness, integrity, and competitiveness. What is
needed in today’s complicated times is for more organization to step forward and operate with
strong, positive and ethical cultures. Organizations must ensure that their employees know how
to deal with ethical issues in their everyday work lives. As a result, when the ethical climate is
clear and positive, everyone will know what is expected of him or her when the inevitable ethical

11
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

dilemmas occur. This will definitely give employees the confidence to be on the lookout for
unwanted unethical behaviour and act with the understanding that what they are doing is correct
and will be supported by top management of the organization.

POLICY ISSUES AND RECOMMENDATIONS

Promoting an Ethical Climate: Some Suggestions and Strategies
 Chief Executives should encourage ethical consciousness in their organizations from the top
down showing the support and care about ethical behaviour. The philosophies of top
managers as well as immediate supervisors must represent a critical organizational factor
influencing the ethical behaviour of employees.

 According to Nielsen,[1999b], managers behaving unethically contrary to their ethical

philosophies represents a serious limit to ethical reasoning in the firm. Managers represent
significant others in the organizational lives of employees and as such often have their
behaviour modeled by employees.

 Research in ethical behaviour strongly supports the conclusion that of ethical behaviour is
desired; the performance measurement, appraisal and reward systems must be modified to
account for ethical behaviour.

 Organizations should also enhance an ethical-oriented culture by paying particular attention

to principled organizational dissent. Principled organizational dissent is the effort by
individuals in the organization to protest the status quo because of their objection on ethical
grounds, to some practice or policy. Organizations committed to promoting an ethical
climate should encourage principled organizational dissent instead of punishing such
behaviour.

 Organizations must strive to provide more ethics training to strengthen their employees’
personal ethical framework. That is, organizations must devote more resources to ethics
training programs to help its members clarify their ethical frameworks and practice self-
discipline when making ethical decisions in difficult circumstance.

 There is the need for organizations to help their employees in dealings with ethical
challenged by adhering to the following steps.

[a] Recognize and Clarify the Dilemma.

[b] Get all the possible facts

12
Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

[c] List your options, all of them.

[d] Test each option by asking: ”Is it legal? Is it right? Is it beneficial?”
[e] Make your decision.
[f] Double check your decision by asking: ‘how would I feel if my family found out about this?
How would I feel if my decision was printed in a local newspaper?
[g] Implement your action.
[h] Make a research and collect feedback on your implementation.

[I] Evaluation and control of the whole steps.

 An effective organizational culture should encourage ethical behaviour and discourage

unethical behaviour. Admittedly, ethical behaviour might cost the organization some
fortunes. An example might be the loss of sales when a multinational firm refuses to pay
a bribe to secure business in a particular country. Certainly, individuals might be
reinforced for behaving unethically (Particularly if they do not get caught). In a similar
way, an organization might seem to gain from ethical actions. For example, a
purchasing agent for a large corporation might be bribed to purchase all needed office
supplies from a particular supplier. However, such gains are often short-term rather than
long-tern in nature. In the long run, an organization cannot operate if its prevailing
culture and values are not congruent with those of the society.

Tips to enhance Ethical Behaviour in an Organization

• Be realistic in setting values and goals regarding employment relationships. Do not
promise what the organization cannot deliver.
• Encourage input throughout the organization regarding appropriate values and practices
for implementing the cultures. Choose values that represent the views of employees at
all levels of the organization.
• Do not automatically opt for a “strong” culture. Explore methods to provide for diversity
and dissent, such as grievance or complaint mechanisms or other internal review
procedures.
• Insure that a whistle-blowing and/or ethical concerns procedure is established for
internal problem solving. Harrington (1991).
• Provide ethics training programs for all employees. These programs should explain the
underlying ethical and legal principles and present practical aspects of carrying our
procedural guidelines.

13
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

• Organizations should learn to integrate ethics into their organizational

management.
• System audit, examining guides and procedures against stated organizational
objectives and values should be regularly taken.
• Unethical behaviour should be avoided by all means in any organizations.
• Top managers on their own part should see themselves as role models, be
oriented and also realize that ethical behaviour can be managed and the only
way is avoid ethical dilemmas.
• An organization should ensure to have good code of ethics.
• Organizations should endeavour on their part to reward employee’s actions that
in line with the ethical demand made on staff by members. On the other hand,
employees that do not meet such demands should be sanctioned or punished.
• Employees need clear and consistent message on the importance of ethical
behaviours. Most organizations do send countless messages about competition,
and market performance without bothering much on the company’s ethical
values.

REFERENCES

Akinbayo, A. Adenubi (2000) “Professional Codes of Ethics and Management

Excellence” Nigerian Institute of Management; Volume 40, Number 5 and
6.
Arlow, R. and Ulrich, T. A (2000) Auditing Your Organization’s Ethics, Internal Auditor;
Volume 35.
Asika, N.M (1991): Research Methodology in the Behaviour Sciences, Lagos, Longman
Publishing.
Babin, Barry J. James S. Boles and Donald P. Robins (2000),” Representing the
Perceived Ethical Work Climate Among Marketing Employees,” Journal of
Academy of Marketing Science; Volume 28, Number 3.

14
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

Barnett, Ted and Cherly Vaicys (2000), “The Moderating Effect of Individuals’ Ethical
Work Climate and Ethical Judgment behavioural Intentions” Journal of
Business Ethics; Volume 27, number 4.
Bass, Ken, Tim Barnett and Gene Brown (1998), “The Moral Philosophy of Sales
Managers on its Influence on Ethical Decision Making” Journal of Personal
Selling & Sales Management; Volume 18, Number 2.
Baucus, M. S. and Near, J. P (1991) “Can Illegal Corporate Behaviour be Predicted?,
An Event History Analysis”: Academy of Management Journal; Vol. 31,N1.
Behraman, Douglas N., and William D. Perreauh, Jr (1982, “Measuring the Performance
of Industrial Salespeople”. Journal of Business Research; vol. 10
Boling, T. E. (1978), The Management Ethics ‘Crisis’: An Organizational Perspective
Academy of management Review, vol 3,number 2.,
Brenner S. and Molander E. (1977) “Is the Ethics of Business Changing?” Harvard
Business Review; Volume 51, Number 1.
Bucholz, R. A (2003) Fundamental Concepts and Problems in Business Ethics.
Prentice-Hall Englewood Cliffs, (NJ).
Carroll, A. B (1999), “Linking Business Ethics to Behaviour in Organizations”: Advanced
Management Journal; Volume 43, Number 3.
Christopher Kolade (1999) “The Role of Professionals”, Journal of Nigeria Institute of
Management; Volume 35, Number 5.
Cooke, R.A. (1991),” Danger Signs of Unethical Behaviour: How to Determine if your
Firm is at Ethical Risk”: Journal of Business Ethics; Volume 10.
Gellerman, S. W. (1986), “Why “good” Managers Make Bad Ethical Choices”, Harvard
Business Review.
Harrington, S. J. (1991) “What Corporate America is Teaching about Ethics,” Academy
of Management Executive; Volume 5, Number 1.
Hegarty, W. and Sims, H., Jr. (2004) Some Determinants of Unethical Decision
Behaviour: An Experiment, Journal of Applied Psychology; Vol. 63,
Number 4.
Hellreigel, D., Slocum, J. W., Jr. and Woodman, R. W. (2006) Organizational Behaviour,
West Publishing, St. Paul, MN.

15
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

Jansen, E. and Glinow, M.A: (2000): “Ethical Ambivalence and Organizational Reward
Systems”, Academy of Management Review; Volume 3, Number 2.
Nielsen, R. P. (1999a) “. Changing Unethical Organizational Behaviour”: Academy of
Management Executive; Volume 3,Number 2.
Nielsen, R. P. (1999b) “ Limitations of ethical Reasoning as an Action (Praxis) Strategy,”
Journal of Business Ethics; Volume 7.
Oladunni S. A. (2002) Ethics in Business as a Leverage for National Development
Stead, W.E., Worrell, D. L., and Stead, J. G.,” An Integrative Model for Understanding
and Managing Ethical Behaviour in Business Organization”, Journal of
Business Ethics; Volume 9.
Schneider, J. B. and Reitsch, J (1991) Managing Climates and Cultures: a Future
Perspective in J. Hage, ed: Future of Organizations Lexington Books,
Lexington, MA.
Robbins, S.P. (2001) Organizational Behaviour, Prentice-Hall of India Private Ltd, 9th
Edition.
Trevino, L. K (2001) “Ethical Decision Making in Organizations: A Person-Situation
Interaction’s Model”; Academy of Management Review; Volume
11,Number 3.
Valarie Zeithaml, and Dennis Adsit (1994), “Improving Service Quality in Organization,
Lessons Learned”, Academy of Management Executive; Volume 8.
Vitell, S. and Festervand, T.(1987) “Business Ethics: Conflicts, Practices and Beliefs of
Industrial Executives”, Journal of Business Ethics; Volume 6.
Worell, D. L., Stead, W. E., J. G. and Spalding, J. B (1998) “Unethical Decisions: The
Impact of Reinforcement Contingencies and managerial Philosophies”:
Psychological Reports; Volume 54.

Brief biography of the author: – Dr Kehinde Oladele Joseph

Dr Joseph Oladele kehinde holds a B.sc (Hons) in Business Administration, and an M.sc degree
in Marketing from the university of Lagos. He equally holds a Ph.D in marketing from the
Covenant University, where he currently lectures. At the Covenant University, Dr Kehinde

16
 Organizations In Lagos Nigeria.Journal of Research in National Development. Volume 8 No.1. Federal
University of Technology, Owerri, (FUTO).

blends his versatile industry experience in advertising with marketing theory. He has published a
number of research findings in both local and foreign journals as well as conference proceedings

17