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European Journal of Economics, Finance and Administrative Sciences
ISSN 1450-2275 Issue 97 February, 2018
© FRDN Incorporated
http://www.europeanjournalofeconomicsfinanceandadministrativesciences.com
Work Ethics Impact for Organizational Response Strategies of
Some Institutes and Colleges in Middle Technical University
Abbas Khodther Al-Janabi
Ass. Prof. Iraqi Ministry of Higher Education and Scientific Research
Dijlah University College
Abstract
This paper presents the impact of work ethic in the organization response strategies
of some institute and colleges in the middle technical university. The objective of the
research is to identify the impact of business ethics on the strategies of organizational
responses and to measure and analyze the impact of business ethics indicators on
organizational responses in the study sample. According to the hypothesis, there is
significant correlation between the indicators of work ethics in some colleges of the middle
technical University in the Iraqi Ministry of Higher Education and Scientific Research. The
rest of the verification of the hypothesis and reach the goal has addressed the subject of
research through this study.
Keywords: Work ethic, organization response strategies, Middle technical university
1. Introduction Business Ethics is a key to success because it reflects the trust of the organization with its employees
and agencies as well as the confidence of the community in which it operates and expresses culture.
Organization, staff, work, leadership, managers, and organizational structure systems. Therefore,
knowledge of public service ethics and awareness in turn will enhance organizational response
strategies for their performance and reduce burdens. Implications. Business ethics relate to the behavior
of leadership and individuals in their activities in the internal environment of the organization. This
includes the way they deal with their colleagues, the study community and the surrounding
environment, and some find it very difficult to identify personality and business ethics. It is important
to distinguish between ethical behavior and behavior of legal ethics. Ethics is the behavior expected of
individuals at all levels of the organization. Laws deal with the acts required. An act may be legal but
is immoral, moral or illegal. The extent of the responsibility of each organization through its social and
moral performance is determine by the retention of skilled, diverse, and honest professionals. The
development of their skills according to new techniques and new ideas suited to the strategies of
organizational responses from prospectors, analysts and responders. The abandonment of the
philosophy of maximizing rents as a good objective and the response of business organizations to
concepts and ideas of business ethics and social responsibility In terms of legislation and rules that give
the obligation of individuals and the management of the organization to abide by them. Global
challenges such as globalization have increased the interest of productive and service organizations in
their organizational culture. The human resources have become a response to the ethics of business in
the performance of their responsibility that requires them to carry out work as ethical responsibility.
The working individuals and other parties in their external environment in order to achieve the
expectations of social performance internally and externally. The question of whether or not to engage
20 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
in immoral behaviors of administrations and members of the organization is negatively reflecte on the
organization.
2. Problem of the Research The ethics of the public service are essential to success because they reflect the trust of the organization
with its employees and agencies as well as the confidence of the society in which it operates.
Therefore, knowing the ethics of public service and awareness in turn will enhance organizational
response strategies and reduce the burdens. Therefore, the problem addressed by the study could be
indicate through the following questions:
1. Lack of awareness of the concept of public service ethics.
2. There is no clear conception of the relationship between the ethical and professional standards
of the public service and the improvement of performance in the technical education system.
3. The relationship between the impact of the ethics of direct and indirect work in the
organizational response strategy in the technical education commission need studies to show
the significance of this relationship or not
3. Objective of the Research This study aims at clarifying the general framework of business ethics and organizational response
strategies and identifying their different aspects, and measuring and analyzing the direct and indirect
effects of business ethics indicators in the organizational response strategies by surveying the opinions
of the senior managers in the faculties and institutes of the technical education institute.
Thirdly, research assumes:
A The first basic hypothesis: This hypothesis provides that there is a significant positive
correlation between the work ethic and strategies of organizational responses. There are
several sub-hypotheses for the first basic hypothesis and as follows:
1. Sub-hypothesis 1: There is a statistically significant correlation between
organizational culture and organizational response strategies
2. Sub-Hypothesis 2: There is a significant correlation between business ethic and
organizational response strategies.
3. Sub-hypothesis 3: There is a significant relationship between the ethics of
organizational structures and organizational response strategies.
4. Sub-hypothesis 4: There is a significant correlation between work ethic and
prospector strategies.
5. Sub-hypothesis 5: There is a significant correlation between work ethic and analyst
strategies.
6. Sub-hypothesis 6: There is a significant correlation between work ethic and
respondent strategies.
B The second basic hypothesis: This hypothesis provides that there is a positive effect of
moral significance of the work ethic in organizational response strategies, and derived
from several sub-hypotheses agencies:
1. The first sub-hypothesis: There is a significant significant relationship of
organizational culture in organizational response strategies.
2. There is a significant relationship of moral impact of work ethics in organizational
response strategies.
3. There is a significant relationship of significance to the ethics of organizational
structures in strategies of organizational responses.
21 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
4. Default Search Schema Figure 1 illustrate the default research plan shows variables (work ethic, organizational response
strategies) with the main variables for each subject:
a. Independent variables
1. Organizational culture, and there are three main divisions of culture provided by the
relevant literature, namely: a - openness B - Justice C - risk load).
2. Work ethics, including (individual ethics, leadership ethics, community ethics, ethics of
activities).
3. Ethics of organizational structure systems, including (moral intuition, moral comparison,
ethical code).
b. Dependent variables (strategies of organizational responses), which are as follows
1. Prospectors strategy.
2. Analysts' strategy.
3. Respondents strategy
Figure 1: Default research schema
Figure by the researcher
Relationship Outputs (Proposal Model)
Indirect impact relationships
Direct impact relationships
Link Relationships
Organizational culture
• openness
• Justice
• Risk tolerance
Organizational response strategies
• Prospectors Strategy
• Analysts' strategy
• Respondents strategy
Work ethics
• Individual ethics
• Leadership
• Ethics
• Activities ethics
Ethics of organizational
brown systems
• Moral intuition
• Ethical comparison
• Ethical Code
22 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
5. Research Sample Given the conditions related to security, transport and communications, where the spread of colleges
and institutes on the geographical spread. The sample included some colleges and institutes in the
province of Baghdad. The researcher chose the method of sample (intentional), which was in some
colleges and institutes of the middle University College / Baghdad. As a result, the spatial sample
included (6) colleges and institutes distributed over a different geographical area of Baghdad
governorate, namely the Technical and Health Technical College. Technical Management Institute,
Institute of Training of Trainers, Institute of Applied Arts and Technical Medical Institute.
The research sample includes the administrative leaderships in the faculties and institutes
(deans, deans' assistants, department heads and associates) as the decision-makers in these institutes
and colleges. Therefore, they are better than the embodiment of ethical behavior practices and the
duration of service as shown in Table (1).
Table 1: Distribution of individuals of the research sample
Sex Number Percentage%
Male 14 38,9
Female 22 61,1
Total 36 100%
Age group
Less than 25 years 1 8,2
26-35 years 3 3,8
36 - 45 years old 14 9,38
46 - 55 years 7 4,19
56 and more 11 5,30
Total 36 100%
Scientific qualification
diploma 2 6,5
Bachelor 7 4,19
Higher Diploma 2 6,5
M.A. 17 2,47
Ph.D. 8 2,22
Total 36 100 %
Length of service
Less than 5 years 1 8,2
6 - 10 years 4 1,11
11-15 years 6 7,16
16-20 years 9 0,25
21-25 years 6 7,16
26 years and over 10 8,27
Total 36 100 %
Table by the researcher
6. Method of Research The researcher adopted two methods of analysis:
Method 1: The descriptive approach is adopte by clarifying the fundamentals of business ethics
and organizational response strategies.
Method 2: Adopt the quantitative approach by adopting work ethic indicators and
organizational response strategies by measuring and analyzing the impact of work ethic in
organizational response strategies using SPSS to conduct and analyze correlation relationships and
direct effects between search variables and hypothesis testing using statistical measures simple linear
regression. On the measurement of indirect effects by using path analysis (PATH analysis).
23 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Chapter 1: Philosophical concepts and methods of work ethics and organizational response
strategies
The first topic: fundamentals and implications of work ethics
First: the concept of work ethics.
The concepts of work ethic are considere old concepts that have motivated the Islamic religion.
History, traditions, customs, national culture, tribal and family formation, political leaders, political
parties, means, media and the scientific and practical experience of the society contribute to the
formation of business ethics in any society (Amiri & 134)
The current business environment has imposed many challenges that have led organizations to
invest in activities that are consistent with the political principles set out in the law and moral values.
Many organizations seek to avoid boycotting them and meeting risks, which leads them to do more in
the field of moral dealing (Mohter etal, 2001, p: 45)
Deft, 2003, p. 139 states that morality relates to internal values , which are part of the cultural
environment of the organization. The ethical question affects the actions of the individual or group or
organization in a negative or positive manner. Koontz & Weihrich, "Ethics of Action" is all about
justice and some aspects such as the expectations of society, competition, advertising, public relations,
social responsibility, free will and organized behavior in countries and beyond the border”.
(Al-Maahedi, 2005: 6) affirms that work ethics are the comprehensive framework that governs
actions towards something and clarifies what is acceptable or true and what is rejected or wrong in a
way that contributes in light of prevailing norms in society governing. The presentation and the law,
FAO, values, FAO systems and stakeholders have a key role in determining.
Second: Factors Affecting Work Ethics (Substantive Components and Metrics):
In addition to the concepts of work ethics, several factors contributed to the development of the
standards of the ethical system of work. These factors referred to as the organizational culture, values,
ethics of the individual, leadership, society and the organization's systems. The latter includes many
deportations (Daft, 1992, p326) Such as ethical codes, testing and training these factors will be
presente and removed agencies :-
The culture of the organization dealt with as a factor because of its impact on the behavior of
individuals inside and outside the organization. (Al-Adli, 1981, 85) notes that organizational culture
represents the capital in which an individual begins his life. If he is isolated and deprived of it, he loses
many of his human resources and has the ability to respond to his surroundings. Organizational culture
can be counte as an inheritance that can be passe on from generation to generation in terms of a set of
values and beliefs held by the members of the organization that are transmitted from generation to
generation (Wheelen & Hunger, 1998, 136.
(2002: p. 67) refers to a set of dimensions that can be used as indicators to measure the
characteristics of organizational culture in terms of common behavior and intrinsic values. These
dimensions are:
1. Openness
This means that the individuals working in the organization are aware of the system as a whole and
how the sections fit into each other and how they are treated as a whole and how the sections fit into
each other and how the other parts are dealt with and with the external environment. The researcher
believes that internal openness and the removal of restrictions and boundaries within the organization
allows the free flow of ideas, information and knowledge, which supports the dissemination of
knowledge within the organization.
2. Justice Justice is the main value of the culture of the organization is the collective feeling and care among
individuals, the organization is a place to form a fabric of relationship that allows individuals to take
the risk and develop their potential through them, activities such as positions reserved for managers, as
well as other facilities are not taken into account. The individuals may act with high motivation and
24 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
sincerity if they feel that they are important in the organization and that the organization is where their
rights and dignity are preserved.
3. Culture is Built on Risk Tolerance, Change, and Continuous Improvement
Culture encourages the recognition of creators in the evaluation of new ideas, products or processes
related to production, and the modern educated organization gives great importance or encourages the
adoption of risks. The educated organization rewards those who fail to learn Growth, and even if
organizational culture is strong, cultural values encourage correct and proper adaptation to the
changing environment (Architecture: 2002: p. 67).
b. Ethical Values
Values are one of the most important influences in the behavior of the individual, and in light of the
values carried by the individual (such as honesty, honesty, sense of responsibility, honesty and
sincerity) to determine his behavior in terms of moral or immoral. Management literature has
addressed the concept of values with great attention to its impact on individual and organizational
behavior.
c. Individual Ethics
Managers are the main group of individuals who form the basis of the ethical foundation of the
organization. Here, it is important to note that these individuals are honest and honest, and that they
reflect their decisions and behavior, for the confidence of the other individuals inside and outside the
organization as managers. , Who are moral in their fair dealings with others, and who are making
efforts to reach sophisticated moral dimensions, and have to identify ways to focus attention on moral
values within the organization,
The primary path chosen by the leader to determine the moral tone of the organization is
through the actions and actions it takes, ie, the opposite of those values in practice. If individuals do
not listen to the moral values set by their leaders, this indicates that the ideas they hold revolve around
the irrelevance of moral values in the organization (Daft, 2003, p156).
7. Ethical Structures and Ethics of Organizational Brown Systems First Ethical Structures
They are the different systems, attitudes or assumptions, and programs that the organization undertakes
to apply moral behavior. These structures include a set of organizational paragraphs:
1. Ethical committees
A Group of departmental directors responsible for the examination of ethics in the organization.
The main tasks of these committees are to determine the appropriate provisions for the
questions raised about ethical issues in the organization. These committees also assess the
responsibility of the violations committed and the responsibility of the accountant, Son and c.
B These committees are necessary especially for organizations that wish immediately modify
their individual behavior (Daft, 2003, p158).
C Ethical Offices: The work of some organizations is the allocation of ethical offices within the
organizational structure and levels and the allocation of full-time cadres in these offices. The
mission of these offices is to ascertain the extent to which ethical standards are integrate with
the organization's various processes (Daft, 2003, p158). The office is heade by the Head of the
Ethics office to monitor and oversee the ethical removal and compliance with laws and
regulations including the establishment of transparent communication standards. Conduct
ethical training that addresses expectations or problems and then advise senior management to
deal with ethical problems when making decisions (Yuspeh, 2000, p21)
25 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
D Ethical Training: Strong and coherent ethical training programs help to deal with ethical
questions and translate the values expressed in ethical codes into their everyday behavior
(Geber, 1995, p110). In this regard, the organizations emphasize the need to pass their
employees working in an hour of moral training a year at least, and this comes originally from
the influential role achieved by those training hours.
E In the definition of ethical codes: To make the ethical training process useful, it is necessary
to emphasize the need to identify ethical training needs in a manner that is relevant to the local
context in the country in which the ethical training is conducte. In the cases of international
organizations - emphasizing the need to develop training programs In accordance with the
country or region in collaboration with the central offices of the Organization. Access to the
effectiveness of ethical training programs requires the use of local experts (internships) and
external ethical training experiences available anywhere in the World (Revan, 2004, p78).
F Reporting mechanisms: Within the framework of the adoption of reporting mechanisms, the
organization should identify individuals who disclose dangerous illegal and immoral activities
and subject them to reporting mechanisms that result in reporting to identify and expose
misconduct and misrepresentation to third parties, including interested agencies,
parliamentarians and editors. As a result, many organizations have created innovative programs
and opened reliable hotlines to encourage and support reporting within FAO so that the
organization has sought to identify preventive factors against unethical behavior (Graraventa,
1994, p373).
Second
The ethics of organizational brown systems could be structure as follows:
A Moral Intuition: It is a special inner sense and a purely subjective question. In his decisions,
the director can know very well whether his decisions are closer to ethics and within his region
or that, they are closer to and within the realm of immorality.
B Moral comparison: An ethical comparison could be made on a historical basis or based on
sectoral comparison according to the indicators of the sector, which the company operates, or
according to the reference comparison. In this comparison, each existing company can take
from the database of its activities in the past years a good and effective basis for the historical
comparison, measurement and annual evaluation of the ethical level in the company. The result
is either a positive trend in improving moral commitment or a negative trend in the
deterioration of this commitment. There are some observations on this comparison in that many
companies may not record ethical violations to protect the company from legal liability and its
reputation for harm, and some companies overlook the ethical violations of its manager (Najm,
2006, pp. 94-96).
C Ethical code and its commitment
So we can put a gradient of this scale can be place in three degrees and each degree can be at
least two dimensions:
a. There is no ethical code in the company, and the two basic dimensions in it are whether
the company's regulations have certain ethical values or there is no such affirmation.
b. The existence of a code of ethics in the company and the two main dimensions: Is there a
serious follow-up formula "reward for those who abide by the penalties for those who
violate it does not exist or follow-up. This measure, as we see it practical and flexible, and
can be effective in the circumstances of any company, regardless of size or large, or in the
field of production or service. (Star, 2006, pp. 96-97).
D The moral test
When talking about tests, it must be emphasize that it is an important tool in measurement and
is one of the most advanced tools in the study of human characteristics and individual
differences. However, they can easily be subject to misuse in preparation, analysis, and
26 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
conclusion, and are free of determinants without having a significant impact on their use in
psychosocial phenomena.
The Second Topic
Organizational response strategies (concepts and concepts)
First: the concept and importance of regulatory response
1. Organizational response concept: It is the relationship between the organization and the
environment in which it operates as shown in (Price), it is the degree of flexibility of the
system. (Price, 1986: 62). While Steers presented the capacity of the organization to change
the parameters of the regulatory process in response to environmental change. (Steers,
1977: 41). Joyce pointed to organizational responses as the choice of what is necessary to
respond to pressures from external environment factors. (Joyce, 1985: 330). Chakavarthy
linked the organizational response to the strategic management process. Strategic
management has been to achieve continued adaptation to changes in the environment.
(Chakavarthy, 1982: 30).
Dagher and Saleh (2000) report that the organizational response is an indicator of the
organization's ability to diagnose environmental changes in its working environment and thus make all
possible modifications and changes in its structure and regulatory activities to align with these changes.
(Dagher and Saleh, 2000: 534).
Macmilln and Tampoo (2000), in reference to the concept of organizational adaptation, have
distinguished between responsiveness and flexibility. Response does not mean flexibility; flexibility is
change and then return to the first state. Adjustment is to be appropriate to cope with different
possibilities.
The researcher considers that the organizational response is the amount of strategic
compatibility between environmental changes and the possibility of survival of the organization and
achieve its objectives in accordance with these changes.
1. The Importance of Organizational Response: The importance of the organizational
response has emerged through the approach of writers and researchers in the field of management,
management and strategy of this subject since the 1940s and until now. The importance of this topic
lies in how the organization can build its strategic capacity to survive and develop in the future in a
turbulent environment. Additionally, the serious relationship between the environment and the
organization and because part of the environment is predictable, analyzed and addressed through
planned change, other situations and parts of the environment can only be dealt with if the organization
is responsive to Hdadat and challenges when they occur. (Molt, 1972: 190).
2. Organizational Response Strategies: Organizations that operate in a changing environment
and in a competitive market can take into account the uncertain future and find ways to deal with it.
There must be more understanding, analysis and research on innovative ways of survival and
development. Adaptation in the organization is base on the capacity Shifting and quickly to meet the
requirements and new positions.
3. There are several organizational response strategies agencies: (Yassin, 1998: 71-72)
A Defenders Strdegy Defenders Strategy: The organization has within the idea of this
strategy. The ability and control of specific fields of the market and the development
of the product. The lack of the need to make fundamental changes in the technologies
adopted in the production and organizational structure and methods of work, and these
organizations are also characterized by the management of highly experienced in their
specific field because they are not looking for new opportunities outside Its field of
creativity is very rare.
Competitor organizations in their competition rely on providing a high-quality product with a
competitive price and overall orientation towards efficiency and cost reduction.
27 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
2. Prospectors Strategy: Miles & Snow believes that organizations that adopt this strategy
fear long-term commitments because they view technology strategically as not fixed and
must be flexible to face the potential for rapid, sudden and continuous changes.
For the external environment
Skeptical organizations have attempted to avoid dealing with a new product, market,
technological approach or specific production facilities, and are characterize by a large expenditure on
research and development to discover ideas for new products. The senior management of these
organizations is characterize by the decentralization of their administrative activities in terms of
planning and control, and making decisions, making communication and coordination among its units
complex and difficult.
3. Strategy Analysts (Prospects Strategy): Organizations working on this strategy combine
the ability to consistently achieved high efficiency with the process of change in products
and markets. It operates in two types of productive market, one stable and the other
variable. In stable areas, it operates relatively systematically and efficiently through its use
of formal organizational processes and structures
In unstable and rapidly changing areas, it closely monitors competitors, especially when it
comes to new ideas they are trying to adopt when they are successful. It balances the efficiency of the
advocacy organizations and the learning of the obsolete organizations as cost-effective and adaptive at
the same time. It balances the requirements of flexible technology and fixed technology. Thus stands
in line with the strategy of the defenders and the prospectors' strategy.
4. Respondent Strategy: The organizations that belong to this group are characterize by the
mismanagement of Miles & Snow because of the lack of clear formulation of their mission
or failure to form the strategies and policies needed to put the organization's message into
practice. (Saad Ghaleb Yassin, 1998: 71-72). These responding organizations were
characterize by the absence of a clearly defined and recognized competition plan by all
members of the Organization. Because of the need for these organizations to establish the
factors of stability for strategic building and the absence of the necessary administrative and
strategic requirements to achieve the state of harmony between the organization and
environmental challenges. Organizations that recognize processes of change and uncertainty
in the external environment are in turn unable to respond to these processes efficiently.
They lack the simplest harmony between the organizational structure and the strategy and
rarely make adjustments in any part of the organization unless the external environment
challenges it.
Third: Factors Affecting the Organization's Strategies:
Several factors influence the process of differentiation and selection confirmed by (Al-Enezi
1999: 159-160). Among the strategic alternatives to be studied and analyzed according to the
circumstances and possibilities of the organization,
A. Restrictions on Environmental Opportunities and Threats
The results of the analysis of the external environment, whether the environment in general or in
particular, should be taken into consideration. The organization focuses on the points that represent
opportunities and must be investe in complementarity with the internal strengths of the organization, as
well as the points that represent risks and threats to avoid them or reduce their negative effects.
B. The Objectives that the Organization Seeks to Achieve
The objectives set by the management of the organization contribute to the formulation of the
appropriate strategy, whether public or subsidiary, strategic or operational, taking into account the
coherence and coordination between these objectives.
28 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
C. Limitaions on Internal Strengths and Weaknesses
The organization must take into account the results of the analysis of the internal environment in all its
dimensions of production, marketing, financing and human and organizational resources, because this
defines the correct strategy.
D. Values and Ethics of Management, and Administrative Skills and Organization
Chapter II. Applied Side The first topic: Presentation and analysis of the results and importance of the study variables: This
study deals with the results of the study variables, the internal variables of the study (business ethics)
and organizational response strategies based on the responses of the study sample as follows:
First: To present and analyze the results of the study of the variable of business ethics:
This variable includes three dimensions, which can be defined as:
1. Organizational culture: Under this dimension there are three sub-dimensions:
a. Openness: This dimension achieved an arithmetic mean of (05.4), which is greater than
the mean mean of (3) according to the area of the Likert scale. This indicates that the
senior management is interested in changing openness and at a level of (980%). (87.0)
This indicates that there is a high homogeneity in the responses of the sample around
this dimension, and the first paragraph (the employees of the organization recognize the
system as a whole and how the sections fit together) has achieved a higher mean of
(31.4) The high awareness of employees of the system and harmony between
departments. The lowest mean was obtained by the second paragraph. It obtained an
arithmetic mean of (89,3) indicating a decrease in the understanding of the working
individuals of how their organization dealt with the external environment. 73.0). The
highest dispersion in the responses to the arithmetic mean was for paragraph (1) with a
standard deviation (07.1), which indicates that these results generally indicate the high
levels of openness in organizational culture in the organization through the agreement of
sample members On all its constituent paragraphs as shown in Table (2) below:
Table 2: A general description of the opening paragraphs of the organizational culture variable of the
research sample
Indicator
Paragraphs
Strongly
agreed Agreed neutral
I do
not
agree
I do not
agree
strongly
Arithmeti
c mean
standard
deviation
perce
ntage
openness
1
Individuals in the organization
recognize the system as a whole and
how departments fit into each other
0,0 2 3 13 18 ت
4,31 1,07 86,1 % 50,0 36,1 8,3 5,6 0,0
2
Working individuals understand
how their organization deals with
the external environment
0,0 2 8 18 8 ت
3,89 0,80 77,8 % 22,2 50 22,2 5,6 0,0
3 Encourage an organization to free
flow of ideas and information
0,0 3 8 13 12 ت3,94 0,73 78,9
% 33,3 36,1 22,2 8,3 0,0
The total number of opening hours 4,05 0,87 80,9
Justice ب
4 Justice is the main value of the trust
of the Organization
5 2 4 9 16 ت3,81 0,89 76,2
% 44,4 25 11,1 5,6 13,9
5
Fairness leads to giving staff the
facilities they need without
restrictions
3 4 7 13 9 ت
3,58 0,60 71,7 % 25 36,1 19,5 11,1 8,31
6
The justice of the fabric of
relationships allows workers to take
risks and develop their abilities
- 2 3 12 19 ت
4,33 1,12 86,7 % 52,8 33,3 8.,3 5,6 -
29 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Indicator
Paragraphs
Strongly
agreed Agreed neutral
I do
not
agree
I do not
agree
strongly
Arithmeti
c mean
standard
deviation
perce
ntage
The total sum of the justice dimension 3,91 0,87 78,2
Take risks ج
7
Encouraging the creative culture of
the organization in presenting new
ideas or products and others
2 0 6 11 17 ت
4,14
8 The modern organization is given
great importance in adopting risks
1 3 7 20 5 ت3,69 0,87 73,9
% 13,9 55,6 19,4 8,3 2,8
9
Encourage cultural values to be
properly adapted to the changing
environment
- 1 9 12 14 ت
4,08 0,83 81,7 % 38,9 33,3 25 2,8 -
Total risk tolerance 3,97 0,89 79,5
Table of the work of the researcher based on the questionnaire and data system (spss)
a. Justice: This dimension achieved an arithmetic mean of 91,3, which is larger than the
accepted mean of the Likert scale. 3 This indicates that the senior management pays attention to the
variable of justice at a level of (2.78%). This dimension has also achieved a standard deviation (87.0).
It indicates that there is high naturalization in the responses of the sample members from this
dimension. The third paragraph (justice is a fabric of relationships that allows workers to take risks and
develop their abilities) achieved the highest rate of calculation (33.4). The higher perception of the
workers of this dimension, the lower the middle of my account has been obtaine in the second
paragraph. The pursuit of justice to give the facilitators (58.3) to indicate a decline in the understanding
of the individuals involved in the process of justice to facilitate their affairs. The lowest responses were
in paragraph (2) with a standard deviation of (60.0). The highest dispersion was In paragraph (3) with a
standard deviation (12.1). In general, all individuals agree on all the paragraphs forming this dimension
as shown in the table above
b. Risk: This dimension came at a mean value of (97.3), which is higher than the mean of the
scale area. This indicates that the senior management is interested in a risk-bearing variable at a level
of (5.79%). This dimension has achieved a standard deviation of (89). This indicates that there is a high
homogeneity in the responses of the sample members on this dimension. The first paragraph
"Encourages the creative culture of the organization in the presentation of new ideas or products and
others" has achieved a higher mean of (14.4). The top management in the organization encourages
creators, while the lower middle of my account has been obtaine by the second paragraph "gives the
modern organization of great importance to T. (69.3). To indicate a decrease in the respondents'
understanding of the modern organization's importance, the adoption of risk and the less dispersion in
the responses about the arithmetic mean. In paragraph (3) it reached a standard deviation of ( 83.0). In
general, the results indicate that the levels of risk tolerance in the organization are high through the
completion of the sample by all respondents, as shown in the above table
1. Ethics of work: Under this dimension, four sub-dimensions can be described as follows:
Individual Ethics: This dimension achieved an arithmetic mean of (86.3), which is higher than
the mean of the scale of (3). This means that senior management is concerned with the ethics of the
individual as one of the basic elements of business ethics, with an average of (1.77%), and this
dimension has achieved a standard deviation of (71.0). This indicates that there is high homogeneity in
the answers of the sample . The first paragraph has the highest arithmetic average of (03.4) to indicate
the participation of managers in decision-making. The lowest mean was obtained by the third
paragraph (72.3) indicating the decline in the organization's attempt to change the behavior of
individuals as an input to the development Abilities "as one of the dimensions in the ethics of work,
and was less fragmented in the answers at paragraph (4) when it reached the level (67.0). The highest
dispersion of the responses around the arithmetic mean was in paragraph (3) with a standard deviation
of (79.0). The results generally indicate a rise in the indicators of the ethics of the individual after the
30 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
ethics of work through the agreement of the sample members on all the constituent paragraphs as
reflected in the table above
A. Leadership ethics: Table 13 shows that this dimension has achieved an arithmetic mean of
(09.4), which is higher than the average mean of (3) according to the fifth Likert scale to reflect the
ethics of leadership in business ethics. (8.81%) and a standard deviation of (92.0) to reflect the
accepted homogeneity in the sample responses on the paragraphs of this dimension. The first paragraph
achieved the highest mean of 19.4, which means that the moral obligation in the organization is reflecte
in the administrative acts of the transaction. The standard deviation of this paragraph reached (03.1).
While the second paragraph achieved the lowest average of (94) 3) to reflect the decline in the
determination of the objectives of the work together by the managers and subordinates that are related
to the objectives of the organization, and paragraph (1) achieved the highest dispersion of the answers
and a standard deviation of (03, 1)
B. Community Ethics: Table (14) shows that the administration is concerned with the ethics of
the society at a good level. The computational mean of this dimension reached (06.4), which is higher
than the accepted mean, which reached (2.81%). (89.0) to indicate the homogeneity of the sample's
responses in an acceptable manner around the paragraphs of this dimension. The first paragraph
achieved the highest mean (22.4) and the lowest standard deviation (74.0) to indicate that the decision-
making process is based on To ethical standards, while the lowest of the middle of the account at the
third paragraph, got a center reached (75.3) to indicate the decline of the Organization's quest to
develop the strategic partnership other organizations.
C. Activity ethic: This dimension achieved a good level of interest by the organization. The
computational mean of this dimension was (02.4) with an agreement rate of (3.80%) and a standard
deviation of (86.0) to indicate an acceptable homogeneity in the responses of individuals in the sample
studied (14.4). The lowest dispersion of the answers was achieve by a standard deviation of (99.0).
This means that the workers are properly engage with each other in the case of ethical issues. While the
fourth paragraph took the lowest mean of (3.75) to indicate a decline in the employees' understanding
of the competitive advantages of ethics and how it affects a.
Table 3: A general description of the work ethics of the research sample
Paragraphs Indicator Totally
agree Agree Neutral
I do
not
agree
I do not
quite
agree
Balanced
Equation
Standard
Deviation Percent
person ethics
Share our managers to decision-makers
that directly affect their working lives
1 1 9 10 15 ت4.03 80.6 0.70
% 14.6 27.8 25.0 2.8 2.8
The mission of the Organization
emphasizes the importance and
development of human resources
0 4 9 11 12 ت
8.36 77.2 0.68 % 33.3 30.6 25.0 11.1 0.0
The organization seeks to change the
behavior of individuals as an input to
develop their abilities
2 2 7 18 7 ت
3.72 74.4 0.79 % 19.4 50.0 19.4 5.6 5.6
Provide employees with key data
including financial information related to
performance improvement
0 1 14 12 9 ت
3.81 76.1 0.67 % 25.0 33.3 38.9 2.8 0.0
The total number of individual ethics 3.86 77.1 0.71
Leadership ethics
The moral obligation of our organization
is reflected in the administrative acts of
dealing
2 0.0 3 15 16 ت
4.l9 83.9 1.03 % 44.4 41.7 8.3 0.0 5.6
The objectives of the work are
determined jointly by managers and
managers and are linked to the objectives
of the regulator
1 4 4 14 13 ت
3.94 78.9 0.82 % 36.1 38.9 11.1 11.1 2.8
31 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Paragraphs Indicator Totally
agree Agree Neutral
I do
not
agree
I do not
quite
agree
Balanced
Equation
Standard
Deviation Percent
Performance evaluation measures ethical
behavior and attitudes
1 1 5 17 12 ت4.06 81.1 0.89
% 33.3 47.2 13.9 2.8 2.8
Moral safety is a crucial factor with
numbering from the perspective of
managers in the organization
1 1 4 15 15 ت
4.17 83.3 0.97 % 41.7 41.7 11.1 2.8 2.8
The total number of ethics of leadership 4.09 81.8 0.92
Community Ethics
The adoption process is based on ethical
standards
0 1 7 11 17 ت4.22 84.4 0.98
% 47.2 30.6 19.4 2.8 0.0
Clarify the dimensions of the objectives
of the community in the results of the
work
0.0 1 6 15 14 ت
4.17 83.3 0.91 % 38.9 41.6 16.7 2.8 0.0
The organization seeks to develop the
strategic partnership of the organization
with other existing organizations. In the
community
4 1 6 14 11 ت
3.75 75.0 0.74 % 30.6 38.9 16.7 2.8 7.2
Training of decision makers with a moral
dimension to society
1 2 4 14 15 ت4.11 82.2 0.93
% 41.6 38.9 7.2 5.6 2.8
The total number of the ethics of society 4.06 81.2 0.89
Ethics of activities
Building the process of private
decision-making is based on ethical
standards
0 1 4 20 11 ت
4.14 82.8 0.99 % 30.6 55.6 7.2 2.8 0.0
Reactions Workers interact with
each other appropriately in the event
of controversial issues
1 0.0 7 16 12 ت
4.06 81.1 0.86 % 33.3 44.4 19.4 0.0 2.8
Employees share their true feelings
with each other in training courses
that are business ethics
1 0.0 7 14 14 ت
4.11 82.2 0.88 % 38.9 38.9 19.4 0.0 2.8
Employees understand the
competitive advantages of ethics
and how they work
4 1 7 12 12 ت
3.75 75.0 0.72 % 33.3 33.3 19.4 2.8 7.2
Total number of ethics of activities 4.02 80.31 0.86
Table of the work of the researcher based on the questionnaire and data system (spss)
Organizational Structure Ethics This variable includes three sub-dimensions, as follows
A Moral intuition: This dimension achieved an arithmetic mean of 20.4, which is larger than the
average mean of (3) according to the Likert scale. It indicates that the senior management is
interested in moral intuition at a very good level and with a ratio of 84%, A standard deviation
of (41.0) confirms the high homogeneity in the responses of the sample members on this
dimension. The third paragraph achieved the highest calculation rate (25.4) to indicate that the
moral intuition encourages the strength of positions and correct administrative decisions. It
reached (17.4) and was obtain by the first paragraph to indicate a decline in encouragement of
moral intuition among workers, which is, with Yara, was good for personal appointment. The
second was less distracte by the standard deviation (67.0). The highest dispersion around the
arithmetic mean was at the first paragraph, with a standard deviation of (20.1) to the high levels
of moral intuition in the organization through the agreement of the sample members on all its
constituent paragraphs, as shown in the table above
B Moral comparison: This dimension achieved an arithmetic mean of (74.3), which is higher
than the satisfactory mean of (3). It indicates that the organization under study is interested in
moral comparison and a good level with a large agreement rate of (874%). The dimension
32 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
achieved a standard deviation of (53.0), which indicates the homogeneity of the responses of
the sample on this dimension. The second and third paragraphs achieved an equal calculation of
75.3 indicating the high moral comparison on the organization's database.
The organization uses the measurement and evaluation of the ethical level of the company,
while the lower the average arithmetic reached (72.3). The points of decline in the application
of the organization to the ethical comparison based on the sectoral comparison according to the
indicators of the sector in which it operates compared to the other dimension paragraphs. The
less the dispersion in the answers at the second paragraph with a standard deviation of (72.0)
These results indicate the high level of ethical comparison in the organization through the
agreement of the sample members on all dimensions of the constituent paragraphs, as shown in
table above.
C Ethical Code: This dimension has achieved an arithmetic mean of 21.4, which is greater than
the satisfactory mean of (3). This reflects the administration's interest in the dimension of the
ethical code of the organizational structure ethic variable, at a very good level (3.84%), That
this dimension has achieved a standard deviation of (41.0) which confirms the high
homogeneity in the responses of the sample of this dimension. In addition, the first paragraph
achieved a higher mean of (31.4) to confirm that the organization uses the ethical code as a
guide to the decisions and actions of its employees, while the lowest center of my account has
got the second paragraph reached (11.4) to indicate the decline of sections of ethical codes,
(69.0). The highest dispersion of responses around the arithmetic mean was in the second
paragraph (20.1). In general, the results indicate To high levels following the ethical code of the
organization through the agreement of individuals A sample on all its constituent paragraphs.
The responses of the sample on the dimensions of work ethic (organizational culture, work
ethic and ethics of organizational structure systems) show that, the work ethic variable achieved an
arithmetical mean of (05.4) and a standard deviation of (38.0). The respondents' agreement was highly
homogeneous in their responses to the organization's interest in the ethic of the work ethic and to a
very good level. As for the sub-dimensions of this variable, the administration's attention was very
good, except after the organizational culture was at a good level. The importance is as follows:
(infrastructure ethics, business ethics, and organizational culture).
Table 4: A general description of paragraphs after the moral intuition of the ethical variable of organizational
structure systems
Indicator
Paragraphs
Totally
agree Agree Neutral
I do
not
agree
I do not
quite
agree
Balanced
Equation
percent
age
standard
deviation
Moral intuition أ
Encouraging employees' moral intuition is a
good standard of personal certainty
1 1 7 9 18 ت4.17 83.3 1.20
% 50.0 25.0 19.4 2.8 2.8
Moral intuition leads to pressure of interest
(self-interest or mutual interest or both) in
order to achieve the goals of the organization
0 0 4 21 11 ت
4.19 83.8 0.67 % 30.6 58.3 11.1 0.0 0.0
Moral intuition encourages strong attitudes
and proper management decisions
0 0 4 19 13 ت4.25 85.0 0.74
% 36.1 52.8 11.1 0.0 0.0
The total sum of the dimension of moral intuition 4.20 84.0 0.41
Moral comparison ب
The ethical organization shall be applied on
the basis of sectoral comparison according to
the indicators of the sector in which it operates
1 3 10 13 9 ت3.72 74.4 0.80
% 25.0 36.1 27.8 8.3 2.8
The ethical comparison is based on the
organization's database in the past and present
years
2 3 6 16 9 ت3.75 75.0 0.72
% 25.0 44.4 16.7 8.3 5.6
The organization uses the measurement and
evaluation of the ethical level of the company
1 3 9 14 9 ت3.75 75.0 0.74
% 25.07 38.9 25.0 8.3 2.8
33 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Indicator
Paragraphs
Totally
agree Agree Neutral
I do
not
agree
I do not
quite
agree
Balanced
Equation
percent
age
standard
deviation
The total number of the dimension of moral comparison 3.74 74,8 0.53
Ethical code ج
The organization uses the ethical code as a
guide to the decisions and actions of its
employees
0 2 4 11 19 ت4.31 86.1 0.69
% 52,78 30.56 11.11 2.56 0.00
Ethical morals in the Organization are
characterized by a clear sense of ambition and
moral aspiration
0 1 5 19 11 ت4.11 82.2 1,20
% 30.56 52.78 13.89 2.78 0.00
The ethical code represents moral awareness
and interest in the organization
0 0 6 16 14 ت4.22 84.4
% 38.89 44.44 16.67 0.00 0.00
total summation 4,21 84.3 0.41
Table of the work of the researcher based on the questionnaire and data system (spss)ا
Second: Presentation and analysis of the results of the study of organizational response
strategies:
This variable includes three dimensions, which can be describe as follows:
1. Prospector Strategy: This dimension achieved an arithmetic mean of (06.4), which is
higher than the mean mean of (3) according to the area of the Likert scale. This indicates
the administration's interest in the prospectors' strategy at a very good level and a
percentage of (3.81%). This dimension achieved a standard deviation of (65.0) to indicate
an acceptable homogeneity in the responses of the sample on this dimension. The
percentage (4.84%) to confirm the high work of the management of the organization to
make a great effort to retain competencies with skill and knowledge varied. However, the
lowest middle of my account was acquire by the third paragraph to indicate the decline of
the organization to spend on research and development to discover new ideas compared to
the paragraphs dimension. There was less dispersion of the answers at paragraph (2) with
a standard deviation of (49.0) and the highest dispersion of the third paragraph. The
results generally indicate the high levels of the prospectors' strategy through the
agreement of the sample members on all its constituent clauses
2. Analysts 'strategy: The arithmetic mean of this dimension (00.4) is higher than the
satisfactory average of (3). This indicates that the organization is interested in the
dimension of the analysts' strategy in performing its work at a very good level. This
dimension achieved a standard deviation of (39.0) to indicate a high homogeneity in the
responses of the sample on the paragraphs of this dimension. The first paragraph achieved
the highest mean of 25.4 and the lowest dispersion in the responses was around this mean,
(52.0). Meaning that the administrative leadership of the workers are in a state of
compromise between relatively consistent commitment to the ethics of work and change.
The lowest was the center of my account at the second paragraph as it was (75.3) to
indicate that the administrative leadership and staff do not focus on providing specific
services.
3. Respondents' strategy: Respondents' answers to the dimensions of respondents' strategy
indicate that this dimension achieved an arithmetic mean of 14.4, which is higher than the
average mean of (3) on the scale area. It indicates that the senior management is interested
in the strategy of the respondents and at a very good level (9.82%), and this dimension
achieved a standard deviation of (43.0). This indicates that there is a high homogeneity in
the responses of the sample on this dimension. The first paragraph achieved the highest
average of (44), 4) to indicate that there is a rapid response by the staff to the services
offered by the management of the organization. Nevertheless, the lowest the middle of my
account (00.4) for the second and third paragraphs refer to the decline in "the continuation
of the provision of the same services and programs" as well as the decline in "the services
34 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
provided by the Organization are stable and non-diversified" 62.0). The highest dispersion
of responses was in the fourth paragraph with a standard deviation of (13.1). The results
generally reflect the high levels after the strategy of the respondents in the organization
through the agreement of the sample members on all the paragraphs that contain them.
The responses of the respondents to the dimensions of organizational response strategies
(prospectors strategy, analysts strategy, respondents' strategy) show that the
organizational response strategy variable achieved an overall mean of (07.4) and a
standard deviation of (63.0) The study sample agreement was very good and
homogeneity. As for the sub-dimensions of this variable, all its dimensions achieved a
very good level of attention by the organization. This answers the question of "What is the
variable dimension of organizational response strategies?"
Table 5: A general description of paragraphs after the prospector strategy for the variable organizational
strategy responses
Indicator
Paragraphs
Totally
agree Agree Neutral
I do
not
agree
I do not
quite
agree
Balanced
Equation
percent
age
standard
deviation
Strategy prospectors أ
The management of the organization is
making great efforts to retain competencies
with diverse skills and knowledge
4 1 1 7 23 ت4.22 84.4 0.63
% 63.89 19.44 2.78 2.78 11.11
The organization seeks to increase the
knowledge and expertise of its employees
using various means and techniques
1 4 3 14 14 ت4.000 80.00 0.49
% 38.89 38.89 8.33 11.11 2.78
The organization spends research and
development to discover new ideas
1 2 7 13 13 ت3.97 79.4 0.70
% 36.11 36.11 19.44 5.56 2.78
The total number of post-prospectors strategy 4.06 81.3 0.65
Strategy analysts ب
The managerial leadership of the workers
are in a state of compromise between
relative stability by adhering to the ethics of
work and change for the better
0 0 5 17 14 ت
4.25 85.0 0.52
% 38.89 47.22 13.98 0.00 0.00
The administrative leadership and staff of
the organization are based on specific
services
2 5 4 14 11 ت3.75 75.0 1.20
% 30.56 38.89 11.11 13.89 5.56
The total dimension of analysts' strategy 4.00 80.00 0.39
Strategy Respondents ج
There is a rapid response by staff to the
management of the organization
0 0 3 14 19 ت4.44 88.9 0.87
% 52.78 38.89 8.33 0.00 0.00
The organization responds to demands and
changes as a result of its failure to form the
appropriate strategy that is appropriate to the
nature of the services
1 2 8 10 15 ت
4.00 80.00 0.75 % 41.67 27.78 22.22 5.56 2.78
Continue to provide the same services and
programs
0 3 6 15 12 ت4.00 80.00 0.85
% 33.33 41.67 16.67 8.33 0.00
The services provided by the Organization
are stable and non-diversified
0 3 3 19 11 ت4.06 81.1 1.13
% 30.56 52.78 8.33 8.33 0.00
The Organization's management does not
have the necessary ingredients to face the
various circumstances
1 1 6 9 19 ت4.22 84.4 0.62
% 52.78 25.0 16.67 2.87 2,78
The total number of strategic respondents 4.41 82.9 0,43
Table of the work of the researcher based on the questionnaire and data system (spss)
35 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
The second topic: Analysis of correlation between search variables:
This course attempts to select the main hypothesis and its sub-hypotheses using the Spearman
correlation coefficient, and the relationship test will be at the macro and sub-macro level.
The first hypothesis: This hypothesis states that there is a significant positive correlation
between the work ethic and strategies of organizational responses. Table (6) indicates that the variable
variable is relate to the work ethic and its variable variable or response variables Organizational
responses.
Table 6: Linking the ethics of work and its dimensions to the variable strategies of organizational responses
Accept or reject
the hypothesis Significance P. value
Coefficient of
correlation
Variance of work ethic and its
dimensions
Refusal Not significant 0.075 0.0357 Organizational culture
Acceptance Morality 0.007 0.651 Work ethics
Acceptance Morality 0.000 0.723 Organizational Structure Ethics
Acceptance Morality 0.000 0.750 Total work ethics
Table of the work of the researcher based on the questionnaire and data system (spss)
The above table indicates that the coefficient of correlation is statistically significant at 5% and
1%, where the coefficient of correlation to the dimensions of the work ethic is positive, and this is
shown by the value of P. value as it is less than (0.05) There is a significant correlation between
business ethics and organizational response strategies.
Sub-hypotheses could be studie as follows:
1. The first sub-hypothesis of the first main hypothesis (there is a statistically significant
correlation between the organizational culture and organizational response strategies), the
above table reflects this relationship and shows that there is no statistically significant
relationship with the correlation coefficient (0357.0) 1% and 5%), where the value of P.
value (75.0) is rejected. This hypothesis is rejecte and accepted the alternative hypothesis
which states (there is no statistically significant correlation between organizational culture
and organizational response strategies). On this basis, the study found that there is no
strong correlation between the organizational culture of a dimension of work ethic and
strategies of organizational responses
2. The second sub-hypothesis of the first main hypothesis (there is a significant relationship
between business ethic and strategies of organizational responses). The table above shows
that the value of P. value below (0.05) indicates a statistically significant correlation
between ethics dimension Work and strategies of organizational responses The correlation
relationship was medium and positive, ie, the higher the level of work ethic, the greater
the strategies for organizational responses, and the correlation coefficient was 651.0. It is
on this basis that this hypothesis is acceptable, that is, there is a moral relationship
between work ethics and organizational response strategies.
3. The third sub-hypothesis of the first main hypothesis (a significant relationship between
organizational structure ethics and organizational response strategies). The table above
shows that there is a strong correlation between organizational ethics and organizational
response strategies, and this relationship is strong and positive, Organizational strategies
were increased with a value of (723.0) at a significant level (1%) and a value of P value of
correlation coefficient (0,0).
4. The fourth sub-hypothesis of the first main hypothesis (there is a significant correlation
between the work ethic and the prospector’s strategy). The results, as shown in Table 7
below, show that there is a significant correlation between these two variables. 64.0)
below a significant level (01.0) and the value of the value of the correlation coefficient
(000.0) and on this basis accept this hypothesis.
36 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Table 7: correlation of the response variable (strategies of organizational responses) and its dimensions with
explanatory variable (work ethic)
Accept or reject
the hypothesis Significance P. value
Coefficient of
correlation
Variable Strategies and Dimensions of
Organizational Responses
Acceptance Morality 0.000 0.64 Strategy prospectors
Acceptance Morality 0.000 0,60 Strategy analysts
Acceptance Morality 0.006 0.86 Strategy Respondents
Acceptance Morality 0.000 0.000 Total strategies of organizational responses
Table of the work of the researcher based on the questionnaire and data system (spss)
1. The fifth sub-hypothesis of the first hypothesis (there is a significant correlation between the
work ethic and the strategy of the analysts), where the results indicate the validity and strength of
the relationship between these two variables, which means that we accept the hypothesis.
2. The sixth sub-hypothesis of the first main hypothesis (there is a significant correlation between
the work ethic and the strategy of the respondents). When linking the clauses of the questionnaire
that belong to both variables, the correlation relationship as shown in Table (7) (P = .0). It was
found that there is a strong and positive correlation between the two variables (business ethic and
respondents' strategy), which reached (68.0) below a significant level (01.0) value for the
correlation coefficient (006,0) and accordingly accept this hypothesis.
Based on the above, it appears that the variable of work ethic and its dimensions (organizational
culture, work ethic, and ethics of organizational structures) has achieved a moderate and good
correlation relationship with variable organizational response strategies. However, after the
organizational culture did not achieve significant correlation relationship with organizational strategies
variable In order for the model to be more accurate, the organizational culture variable was eliminate
and the correlation between work ethic and organizational response strategies was established. The
results showed a strong correlation between work ethic and its dimensions (business ethic and ethics)
and the strategies of organizational responses, where the relationship was positive and positive. The
correlation coefficient (712.0) was significant (01.0) and (0.05) and the probability value was (0,0).
The third topic: Estimation and analysis of relations between the influence of the variables of
research and test results:
In this regard, we will explore the causal relationships between work ethic and strategies of
organizational responses using the regression analysis method. We will analyze the impact analysis of
hypotheses as follows:
The second main hypothesis: This hypothesis states that (the positive effect of the ethics of
work in the strategies of organizational responses is significant). Table (8) indicates the results of the
evaluation. The work ethic variable has an impact on organizational response strategies. (0) and (0.05)
indicates that the estimated model is significant as a whole, which means that not all parameters. The
estimated model is equal to zero and the estimated estimation factor R2 is also not equal to zero.
(R2) indicates that it is equal to (476.0), that is, the work ethic variable changes (6.97%) of the
total variation in strategies of organizational responses, and the remainder of the variation is due to
other variables reflected in the residues, 452%), which did not appear explicitly in the study model.
The value of constant (a) is (- 372.0) which means that there is a lack of organizational
response strategies of (372.0) when the work ethic is equal to zero.
The value of parameter (B), which is equal to (951.0), indicates that when increasing the ethics
of work by one unit, this will lead to a change in strategies of organizational responses by (951,0)
units. Meaning that, there is a positive and moral impact of the work ethic in Strategies of
organizational responses, which means acceptance of the second main hypothesis.
37 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Table 8: The Effect of the Explanatory Variable (Business Ethics) in the Respondent Variable (Strategies for
Regulatory Responses)
Significance P. value
(F) F value
Fixed
value a
The value of
the parameter
R2
The value of
the coefficient
B
Variable work ethics and
dimensions
No effect 0.441 0.015 1.250 0.000 -0.051 Organizational culture
There is an effect 0.000 10.401 1.721 0.397 0.495 Work ethics
There is an effect 0.0002 7.271 0.982 0.415 0.729 Organizational Structure Ethics
There is an effect 0.000 13.561 0.372 0.476 0.950 Total work ethics
Table of the work of the researcher based on the questionnaire and data system (spss)
1. The first sub-hypothesis of the second main hypothesis (there is a significant significant
relationship of organizational culture to organizational response strategies), from table (8)
above, shows that the organizational culture has no effect on organizational response strategies.
And that the probability value exceeds (0.05). This means that this variable is not significant in
the response variable (strategies of organizational responses), ie, we accept nullification (no
effect). The coefficient of selection is equal to zero and the value of (B) is negative, which is
which means that this variable is not real in its effect, and the value of the regression constant
(25.1) means that there are strategies for organizational responses even if the organizational
culture is equal to zero.
Based on these statistical data, we reject this hypothesis and accept the alternative hypothesis
that "there is no effect of organizational culture on organizational response strategies".
2. The second sub-hypothesis of the second main hypothesis (there is a significant correlative
relationship to the ethics of work in organizational response strategies), the results of Table 7
above show that post-work ethic has an impact on organizational response strategies. The
calculated F value (401, 10), which is higher than the value of the table F under a significant
level (0.05) and (01.0). This is confirmed by the probability value of this test (000,0) Which
confirms that this variable has been interpreted as (7.39%) of the total variation in the strategies
of organizational responses, while the remaining variance is due to the variable Other data did
not take effect in the framework of the model respondent.
The value of B (495.0) means that increasing the work ethic by one unit will increase the
strategies of the organizational responses by (495.0) units, assuming the stability of the other
factors, which confirms the significance of the effect and acceptance of this hypothesis, Work
ethics are equal to zero, and there are strategies for organizational responses of (721,1).
3. The third sub-hypothesis of the second main hypothesis (there is a significant significant
relationship of organizational structure to organizational response strategies), the results of
Table (7) above show that the calculated F value reached (271.7) This is indicated by the value
of the value of P. 002.0 which is significant at (0.05) and (0.01).
Furthermore, this variable has been interpreted as (5.41%) of variance in strategies of
regulatory responses is due to other variables, as reflected R2. The identification factor (B) indicates
that, when the ethics of the organizational structures are increased by one unit. This will lead to an
increase in organizational response strategies by (72.0) units which is a significant effect which
confirms the significant effect of the organizational structure on organizational response strategies. It is
worth noting that the value of the regression constant has reached (982.0), which confirms the
existence of strategies of organizational responses even if the ethics of organizational structures are
equal to zero.
In order to find the value of the impact of work ethic in the strategies of organizational
responses by excluding the intangible dimensions, here is the use of the stepwise method and in this
area, the following results were obtaine:
38 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Table 9: Regression results using the stepwise method
B R-2 R2 P. value Calculated F value Dimensions of work ethics
0.337 0.398 0.415 0.000 70.081 Work ethics
0.456 0.573 0.592 0.000 12.351 Organizational Structure Ethics
Table of the work of the researcher based on the questionnaire and data system (spss)
Table (9) above shows that one of the dimensions of the work ethic variable was exclude: the
organizational culture, because it was not a dimension of statistical significance in the multiple
regression model. The two dimensions that entered the model are important in sequence and as
reflected in the table above. (573.0), that is, 573% of the total variation in organizational response
strategies is due or caused by two dimensions (business ethic and organizational structure ethics). After
excluding the organizational culture, the impact of business ethics in organizational response strategies
Table (10):
Table 10: The impact of business ethics in strategies of organizational responses after exclusion after
organizational culture
P. value (F statistic) F B R2 A
0.000 32.517 0.56 0.641 -0.538
Table of the work of the researcher based on the questionnaire and data system (spss)
The above table reflects the fact that the business ethics variable has an impact on
organizational response strategies, since the model as a whole is acceptable because the probability
value of F is equal to (000). This indicates the significance of the model, and R2 explains (1.64%) of
the total variance. The work ethic interprets approximately (1.64%) of the total changes in strategies of
organizational responses, and the remaining (9,35%) is due to other variables reflected in the error limit
and that the parameter (B) (56.0) means that increasing the work ethic by one unit will increase
regulatory responses by 56.0 units. If, however, In comparison to R2, if the organizational culture
dimension is present in organizational response strategies and R2, if excluded, the value of the limiting
factor has increased by a factor of (0) (5.16%), which explains the increase in the amount of work ethic
(excluding organizational culture) in strategies of organizational responses. Based on the above, it is
necessary to exclude the organizational culture of the model
The fourth topic: estimation and analysis of the direct and indirect effects of the research
variables in charting the strategies of organizational responses
That both the regression analysis and the pathymetric analysis are based on linear statistical
models; secondly, that the statistical tests associated with both methods are realized if certain
assumptions are met, the regression methods assume normal distribution Path analysis assumes a
normal natural distribution, and thirdly: neither of these methods gives us a test of causality.
However, there are differences between regression and analysis path in several ways. First, the
analysis of the path is flexible to a large degree and methodology is comprehensive. This methodology
is appropriate in completing the research, in terms of economic trends and economic depression ... and
other phenomena, The variables in the analysis of the path may be independent or dependent, while the
variables in the regression analysis are either independent or dependent, and thirdly, that the variables
in the regression analysis are independent or dependent. Path analysis is allow to the researcher in the
structural equations, errors or unexplained differences are explicitly determined. While the regression
analysis assumes that the variables are measured without errors; and fourth, that the traditional analysis
gives direct moral tests in determining the set of differences, the relationships between the variables, or
the amount of the best strategy in estimating model estimation is to study multiple tests such as Chi-
square, CFI, RMSEA, ). Finally, the language schematic is a process of converting the model into a set
of equations, and the set of equations is instantaneously resolved in the model estimation test and
parameter estimation.
39 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Relationships in Path Analysis The relationships between variables are of three types:
• Variables, such as correlation, are associated with a common variation.
• Direct effect is a direct relationship between two variables, such as independent and dependent
variables.
• Indirect effect is the effect of the independent variable on the dependent variable through the
intervention of one or more variable variables.
It should be note that the aim of the estimate is to obtain numerical values for unknown
parameters.
In order to perform the path analysis, it is necessary to obtain the matrix of correlation
coefficients between the variables of the study. The variables are:
Organizational Structure Ethics.
X2 = organizational culture.
X3 = Business ethics.
Strategies of organizational responses.
Table 11: Matrix of correlation coefficients between search variables
Y X3 X2 X1 المتغيرات
0.33 0.41 0.3 1.00 X1
0.570 0.160 1.00 0.3 X2
0.500 10,000 0.160 0.41 X3
1.000 0.500 0.570 0.33 Y
Table of the work of the researcher based on the questionnaire and data system (spss)
Figure 2: The path of direct and indirect effects of organizational culture variables, work ethics and
organizational structure ethics in organizational response strategies
Step 1: Obtain the multiple regression of the model as a whole X3-dependent variable and the
independent variables X1 and X2.
Table 12: The explanatory power of the direct and indirect effects of the ethics of organizational structures and
organizational culture in the ethics of work
Model R R2
1 0,412 0,169
Predictors: (constant), X1 , X2
X2
Y X3
X1
40 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Table 13: Morality Test The matrix of organizational structure ethics and organizational culture ethics
Model Unstandarized coefficient standardized coefficient T Sig
1 Constant B S.D Beta
0,00 1,00 0,000 0,172 ----
X1 0,616 0,086 0,398 7,171 0,000
X2 8,816 0,012 0,041 0,734 0,464
a. Dependent variable: X3
Step 2: Get the multiple regression of the model as a whole.
Table 14: Explanatory power of the direct and indirect effects of independent variables of study in regulatory
responses
Model R R. squire
1 0,705 0,496
a. Predictors: (constant), X1 , X2, X3
Table 15: Morphological test of the matrix coefficients of the direct and indirect effects of the independent
variables of the study in the strategies of organizational responses
Model Unstandarized coefficient standardized coefficient T Sig
1 Constant
B Std Error Beta 0,00 1,00
0,000 0,051 ----
X1 5,470E03 0,028 0,009 0,196 0,895
X2 4,172E02 0,004 0,501 11,569 0,00
X3 0,160 0,017 0,416 9,194 0,000
Dependent variable: Y
Step 3: Visualize the model diagram as a whole:
• Track coefficients are B, weighted by multiple regression analysis
• The values of "e" are calculated from i.
Figure 3: Path of algebraic analysis coefficients for independent variables of study in organizational response
strategies
Figure of the researcher's work
X2
Y X3
X1
ey= 0,710 Ex3= 0,911
ey= 0,710
0,398
0,041
0,009
41 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
In examining the above model we note:
1. That X3 affects Y.
2. That X1 has no direct effect on Y, but has an indirect effect via X3.
3. That X2 has a direct effect only on Y.
Some path analyzes are descriptive and thus compute and add other test hypotheses for the
model as a whole and especially for any pathways of the model that are not causally connected
between the variables. Below is the reduced model. In this model there is no direct effect of X1 on Y
Has an indirect effect only over the X3 channel) and Wan X1 has a direct effect only (without any
additional indirect effect via the X3
Figure 4: The path of the reduced model of the direct and indirect effects of independent variables in
organizational response strategies
Two regression models are use to obtain path coefficients, and the first step does not require a
true multiple regression model, because there is only one independent variable, so X3 affects one
independent variable
X1 وان R2=r
2=0,41
2=0,168 و B=r=0,41 و ex3=√1 − 0.6681 = 0.919.
As for the second step, we use multiple regression analysis and by entering the correlation
coefficients matrix, we get:
Table 16: An explanatory force for the direct and indirect effects of organizational cultures and work ethic in
organizational response strategies
Model R R. squire
1 0,705 0,496
Predictors: (constant), X3, X2
Table 17: Morality testing of organizational culture factors and work ethics in organizational response
strategies
Model Unstandarized coefficient standardized coefficient T Sig
1 Constant B Std Error Beta
0,00 1,00 0,000 ----
X2 4,191E-02 0,003 0,503 12,055 0,00
X3 0,161 0,016 0,420 10,57 0,000
Dependent variable: Y
The reduced model or the assumed path model.
X2
X1
X3
Y
42 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Figure 5: Correlation pathway assumed for the matrix of standard coefficients of independent variables in
regulatory responses
Test the Assumed Model (Scaled Down):
The test of the reduced model involves comparing the quality of its estimates with the data compared
to the quality of the overall model estimates of the data. The sample test is usually teste for the average
contribution of the independent variables (paths) deleted from the model. Therefore, the results of the
deletion of the independent variables cannot be informational or be misleading.
Estimating the full model: 1-(e)2=1-(0,911)
2*(0,71)
2=0,582
Estimating the reduced model: 1-(e)2=1-(0,912)
2*(0,710)
2=0,581
The statistical summary showing the relative estimation of the reduced model to the model as a
whole is equal to
Q = �� �� � ��� �����
�� �� � ������ �����=
���.����
���.����= 0.9989
We can calculate the moral test to compare the model estimate, which is equal to:
W= -(N1-d)*logeQ=-(36-2)*loge0.9989=0,0374
Where N = the size of the value, d = the number of excluded paths, W is distributed as an X2
distribution with degrees of freedom = d.
In the case of our analysis, X2 (2,0.05) = 5,991 we conclude that the reduced model fits the
data, as well as the complete model, that the causal model ruled out the direct effect of X2 and the
indirect effect of X1 via X3 which did not fit the data compared to the model that included these paths.
Conclusions 1. Business Ethics is the comprehensive framework that governs actions and actions towards the
objectives for which business organizations work, whether they are service or productive. They
indicate what is acceptable and correct and what is wrong or wrong in relative terms in the
society by virtue of custom and law. For example, the general behavior of individuals and
leadership in an organization that works to support social responsibility that has a formal
dimension within the moral dimension, which reflects the social and material profit of the
organization in Its internal environment and its external environment.
2. Strategies for organizational responses are important in how the organization can build its
strategic capacity to survive and develop in the future under changing environmental conditions
and in competitive markets to take into account the uncertain future and find ways to deal with it.
Be more understanding, analysis, and search for innovative ways of survival and development.
3. The respondents' responses to the dimensions of the work ethic (organizational culture, work
ethic, organizational systems ethics) are generally shows. The work ethic variable achieved the
highest overall and arithmetic average (4.05) and with a standard deviation of 0.36. Therefore, the
level of responses reflected the agreement of the sample members and a high degree of
X2
Y X3
X1
ey= 0,710 Ex3= 0,911
0,503
0,410
0,420
43 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
homogeneity in their responses to the organization's interest in the ethic of work ethic at a very
good level. The subdivision of this variable has been of very good management interest, except
after the organizational culture was of a good standard. The order of the dimensions of work ethic
was as important as the following: organizational structure ethics 81.03%, "business ethics" 80,
22% ", organizational culture" 79.53% ".
4. The strategy variable of the organizational responses achieved at the total level with a mean
(4,07) and a standard deviation (0.63). Thus, the level The responses were far from the agreement
of the study sample and in very good homogeneity, either for the sub-dimensions of this variable,
all dimensions achieved a very good level of attention by the organization and this answers the
question of the study, what is the level of variable dimensions strategies of organizational
responses ??.
The dimensions of strategies for organizational responses were ranked by importance
(respondents' strategy 82.9%, prospectors' strategy 81.3%, analysts' strategy 80.0%).
5. The correlation between the dimensions of work ethic and organizational responses shows that
there is a significant positive correlation between the work ethic and strategies of organizational
responses in the institutes and colleges of the study sample. This confirms the validity of the main
hypothesis that there is a significant relationship between ethical indicators and organizational
response strategies.
As for the sub-hypotheses, most work ethic indicators (organizational structure systems and work
ethics) are associated with a statistically significant relationship because the value of Pvalue is
less than (0.05), except for the organizational culture of the study sample. The value (P.value) is
greater than 0.05.
6. The institutes and colleges under study suffer from weak organizational cultures. Therefore, a
new strategy for the development of organizational cultures in these institutes and colleges should
be the procedures and policies. Additionally, the replacement of the old methods by encouraging
the study society, especially administrative leaders and individuals to give great importance in the
future to research and development Innovation, creativity and the use of modern means of
communication and encourage research, publishing and adoption of the overall quality in the
development of programs that would develop organizational cultures.
7. It is clear from the research that the variable of work ethic and its distance (organizational
culture, work ethic, ethics of organizational structures) has achieved a medium and good
correlation relationship with the variable organizational response strategies. In order to be more
accurate, and the organizational response strategies. The results showed a strong correlation
between work ethic and its dimensions (work ethic, ethics of organizational structures) and
organizational response strategies in institutes and colleges.
8. By estimating the direct and indirect effects of the dimensions of business ethics in the
dimensions of organizational response strategies, it is clear that:
A There is a positive effect of moral significance in the organizational response
strategies.
B It is clear from the estimation and testing of the direct effects of organizational culture
in organizational response strategies that the relationship of influence is insignificant
between the organizational culture and the organizational response strategies.
Therefore, reject the null hypothesis (H0) and accept the hypothesis that there is no
significant relationship between organizational culture and the exclusion of
organizational response strategies and the sample of the study.
C It is clear from the estimation and testing of the correlation between the ethics of
organizational structures and organizational response strategies that the effect
relationship is statistically significant in the study sample.
44 European Journal of Economics, Finance and Administrative Sciences Issue 97 (2018)
Recommendations 1. The importance of the study institutes and colleges to expand the application of business ethics
and assume the social responsibility of the departments based on the educational values and
traditions in the physical and human performance, which has an impact on the development of
institutes and attracting students and maintaining the reputation of these scientific and
educational institutions.
2. The need for the institutes and colleges to examine the suitability and adaptation of the
dimensions of the organizational response strategies and the dimensions of the work ethic as
changing and related to environmental conditions and need to reflect and reflect from time to
time.
3. The need to adopt institutes and colleges sample study to improve the work ethic and ethics of
the organizational structure in the adaptation and reform and find ways to enhance its success in
dealing between ethics work and the removal of organizational response strategies
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