Impact of Ethical Training

and Code of Conduct on

Employees Job Satisfaction
Euseirah Mahmood
(07-0437)

INTRODUCTION
Working in an ethical manner is not merely the field of
CEOs and owners but of employees as well.
A business is made up of its employees; so its critical
that each worker must understand the importance of
ethical business behavior if the company and the
individual workers aim success.
Employees who follow basic principles and code of
conducts will find that employers will be happy to hire
them, keep them on the job and promote them to higher
levels of responsibility which can lead them to job
satisfaction at the end.

OBJECTIVES OF THE STUDY

To find out the influence of ethical work environment on
employees job satisfaction
To find out that do Code of Conduct and Ethical Training
make a difference
To get an insight on where the organization lacks in providing
ethical environment to its employees

RESEARCH METHODOLOGY
Population
Employees of different organizations with job experience
of 1-2 year in any organization
Sample Size
Convenient sampling method is adopted to collect the data.
The sample size is 150.
Research Approach
Questionnaire

VARIABLES
Job Satisfaction
Ethical Training
Code Of Conduct

THEORETICAL FRAMEWORK
Ethical
Training

Code of
Conduct

Facets of
Job
Satisfactio
n:
Pay
Promotio
n
Coworker
Superviso
r
Work

Overall
Job
Satisfacti
on

HYPOTHESIS
H1: An organization with strict code of conduct will influence
employees job satisfaction
H2: Employees at organization with a code of conduct will
report higher levels of job satisfaction
H3: Employees of organizations that provide ethical training
will report higher levels of job satisfaction

DEMOGRAPHICS
Gender

Valid

Cumulative
Frequency Percent

Valid Percent Percent

Male

113

71.5

71.5

71.5

Female

45

28.5

28.5

100.0

158

100.0

100.0

Total

Age

Valid

Cumulative
Frequency

Percent

Valid Percent

Percent

20-30

80

50.6

50.6

50.6

31-40

47

29.7

29.7

80.4

41-50

25

15.8

15.8

96.2

Above 50

3.8

3.8

100.0

Total

158

100.0

100.0

Type Of Organization

Valid

Private
Sector
Public
Sector
Total

Cumulative
Frequency

Percent

Valid Percent Percent

153

96.8

96.8

96.8

3.2

3.2

100.0

158

100.0

100.0


Designation

Valid

Valid

Cumulative

Frequency

Percent

Percent

Percent

senior manager

50

31.6

31.6

31.6

middle manager

93

58.9

58.9

90.5

15

9.5

9.5

100.0

158

100.0

100.0

lower level
manager
Total

Qualification

Valid

Cumulative
Frequency Percent

Valid Percent

Percent

Bachelor

54

34.2

34.2

34.2

Masters

95

60.1

60.1

94.3

2.5

2.5

96.8

3.2

3.2

100.0

158

100.0

100.0

M.Phil/MS

Doctoral
Total

Training Program During Employment Tenure

Cumulative
Valid

1-10
11-20
21-30
31-40
Total

Frequency

Percent

Valid Percent

Percent

99

62.7

62.7

62.7

27

17.1

17.1

79.7

25

15.8

15.8

95.6

4.4

4.4

100.0

158

100.0

100.0

Ethics And Governance In Management

Cumulative
Valid

Regularly
Often
Sometimes
Ocassionally
Never
Total

Frequency

Percent

Valid Percent

Percent

110

69.6

69.6

69.6

18

11.4

11.4

81.0

18

11.4

11.4

92.4

11

7.0

7.0

99.4

.6

.6

100.0

158

100.0

100.0

Satisfaction With Job

Cumulative
Valid

Frequency

Percent

Valid Percent

Percent

Disagree

.6

.6

.6

Disagree

22

13.9

13.9

14.6

Neutral

21

13.3

13.3

27.8

Agree

72

45.6

45.6

73.4

Strongly Agree 42

26.6

26.6

100.0

Total

100.0

100.0

Strongly

158

CROSS TABULATION

Satisfaction With Job * Ethics And Governance In Management Cross tabulation

Count
Ethics And Governance In Management
Regularly

Often

Sometimes Occasionally Never

Total

13

14

Neutral

12

19

Agree

51

10

73

45

52

110

18

18

11

158

Satisfaction Disagree
With Job

Strongly
Agree
Total

Organizations where employees regularly speak about ethics and

governance to their executive leaders in management setting have
satisfied employees.

Satisfaction With Job * Ethical Training Cross tabulation

Count
Ethical Training
Strongly
Disagree

Neutral

Agree

Agree

Total

13

14

Neutral

11

19

Agree

16

48

73

19

32

52

47

98

158

Satisfaction Disagree
With Job

Strongly
Agree
Total

Employees who feel that code of conduct should be promoted through

training are among those who are satisfied and highly satisfied with
their jobs.

Satisfaction With Job * Code Of Conduct Cross tabulation

Count
Code Of Conduct
Strongly
Disagree

Neutral

Agree

Agree

Total

Satisfaction Disagree

13

14

With Job

Neutral

14

19

Agree

10

29

32

73

46

52

13

47

96

158

Strongly
Agree
Total

The results showed that formal written code of conduct make a difference as
such organizations have highly satisfied employees.

CORRELATION

Correlations

Satisfaction With Job

Pearson Correlation
Sig. (2-tailed)
N

Unethical Behavior

Pearson Correlation

Satisfaction
With Job

Unethical
Behavior
1

-.008
.917

158

158

-.008

Sig. (2-tailed)

.917

158

158

There is a negative and weak correlation between employees job

satisfaction and reporting of unethical behavior.

Correlations

Satisfaction With Job

Pearson
Correlation
Sig. (2-tailed)

Formal
Satisfaction Written Code
With Job
Of Conduct
1

N
Formal Written Code
Of Conduct

.238**

Pearson
Correlation

.003
158

158

.238**

Sig. (2-tailed)

.003

158

**. Correlation is significant at the 0.01 level (2-tailed).

158

There is a positive relationship between job satisfaction and

formal written code of conduct and also highly significant.

Correlations

Satisfaction With
Job

Pearson
Correlation
Sig. (2-tailed)

Ethical Training

Satisfaction
With Job

Ethical
Training
1

.014
.861

158

158

Pearson
Correlation

.014

Sig. (2-tailed)

.861

158

158

The correlation value is .014 which is positive but shows

very weak correlation between ethical training and job
satisfaction.

One-Sample Test

Test Value = 0

Df

Sig. (2tailed)

Mean
Difference

95% Confidence Interval

of the Difference
Lower

Upper

Satisfaction With Job

56.381

157

.000

4.032

3.89

4.17

Ethical Training

73.196

157

.000

4.494

4.37

4.61

Formal Written Code

Of Conduct

69.270

157

.000

4.329

4.21

4.45

Unethical Behavior

93.030

157

.000

4.544

4.45

4.64

The mean difference lies between the upper and the lower limit of the
confidence interval level of difference which proves the reliability of the
estimates of the data, hence proving alternate hypothesis.

CONCLUSION

The purpose of this study was to find out that whether code of conduct and
ethical training have an impact on employees job satisfaction or not.

The results of the study showed that organizations where code of conduct
are implemented and followed strictly have satisfied employees.

Also, results show that ethical training influences employees satisfaction

level as the organizations where ethical trainings are conducted have
satisfied employees.

RECOMMENDATIONS

Code of conduct is probably the most common way that organizations can
influence ethical behavior.

Besides providing guidelines for appropriate employee behavior and

establishing better corporate culture, ethical training should also be
provided to employees to enhance ethical environment and culture within
the organization.

A code of conduct and ethical training can also improve management, help
organizations to comply with government guidelines, and produce more
socially responsible organizations.

To enhance its effectiveness a code of conduct and ethical training should

be reinforced by other factors e.g. top management support for ethical
behavior.

THANK YOU