{"title":"通过道德领导和培训满足客户需求:考察澳大利亚银行员工","authors":"Beni Halvorsen, Timothy Bartram, Narges Kia, Jillian Cavanagh","doi":"10.1111/1744-7941.12329","DOIUrl":null,"url":null,"abstract":"<p>We examine the process through which ethical leadership and ethical training contribute to the performance of employees through linking business ethics to customer orientation. Underpinned by social learning, we examine sequential mediation models of the process through which ethical climate, service climate and customer orientation mediate the relationships between ethical leadership and ethical training on employee performance. Utilising a sample of 187 employees from an Australian bank, we found support for our four hypotheses: ethical climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical training and employee performance; ethical climate and customer orientation sequentially mediates the relationship between ethics training and employee performance. Ethical leadership will have a stronger influence on improving employee performance relative to ethical training.</p>","PeriodicalId":51582,"journal":{"name":"Asia Pacific Journal of Human Resources","volume":null,"pages":null},"PeriodicalIF":3.9000,"publicationDate":"2022-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.12329","citationCount":"4","resultStr":"{\"title\":\"Meeting customer needs through ethical leadership and training: examining Australian bank employees\",\"authors\":\"Beni Halvorsen, Timothy Bartram, Narges Kia, Jillian Cavanagh\",\"doi\":\"10.1111/1744-7941.12329\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>We examine the process through which ethical leadership and ethical training contribute to the performance of employees through linking business ethics to customer orientation. Underpinned by social learning, we examine sequential mediation models of the process through which ethical climate, service climate and customer orientation mediate the relationships between ethical leadership and ethical training on employee performance. Utilising a sample of 187 employees from an Australian bank, we found support for our four hypotheses: ethical climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical training and employee performance; ethical climate and customer orientation sequentially mediates the relationship between ethics training and employee performance. Ethical leadership will have a stronger influence on improving employee performance relative to ethical training.</p>\",\"PeriodicalId\":51582,\"journal\":{\"name\":\"Asia Pacific Journal of Human Resources\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.9000,\"publicationDate\":\"2022-05-03\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1744-7941.12329\",\"citationCount\":\"4\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Asia Pacific Journal of Human Resources\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/1744-7941.12329\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"INDUSTRIAL RELATIONS & LABOR\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Asia Pacific Journal of Human Resources","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/1744-7941.12329","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"INDUSTRIAL RELATIONS & LABOR","Score":null,"Total":0}
Meeting customer needs through ethical leadership and training: examining Australian bank employees
We examine the process through which ethical leadership and ethical training contribute to the performance of employees through linking business ethics to customer orientation. Underpinned by social learning, we examine sequential mediation models of the process through which ethical climate, service climate and customer orientation mediate the relationships between ethical leadership and ethical training on employee performance. Utilising a sample of 187 employees from an Australian bank, we found support for our four hypotheses: ethical climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical leadership and employee performance; service climate and customer orientation sequentially mediates the relationship between ethical training and employee performance; ethical climate and customer orientation sequentially mediates the relationship between ethics training and employee performance. Ethical leadership will have a stronger influence on improving employee performance relative to ethical training.
期刊介绍:
The Asia Pacific Journal of Human Resources adheres to a rigorous double-blind reviewing policy in which the identity of both the reviewer and author are always concealed from both parties. Asia Pacific Journal of Human Resources is an applied, peer-reviewed journal which aims to communicate the development and practice of the field of human resources within the Asia Pacific region. The journal publishes the results of research, theoretical and conceptual developments, and examples of current practice. The overall aim is to increase the understanding of the management of human resource in an organisational setting.