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This study investigated the impact of work ethics on organizational citizenship behavior (OCB) with the moderating role of perceived fairness. In this study, data was collected from 196 employees from five Islamic banks in Peshawar through a survey questionnaire and conducted descriptive, correlation, and regression analyses. The findings suggested a moderate level of work ethics, high level of perceived fairness, and a relatively high level of OCB among the employees. The results indicate a positive and significant relationship between work ethics and OCB, organizational citizenship behavior and perceived fairness, and a positive but weak correlation between work ethics and perceived fairness. The results of the moderation analysis show that Perceived Fairness moderates the relationship between Work Ethics and Organizational Citizen Behavior. The study highlights the importance of work ethics and perceived fairness in promoting OCB in the Islamic banking sector and adds to the literature on organizational behavior. Based on these findings, the study recommended that organizations should promote work ethics and fairness in order to foster a culture of OCB among employees. [ABSTRACT FROM AUTHOR]

Purpose: Our objective was to generate, define, and evaluate behavioral dimensions of ethical performance at work that are common across United States occupations. Design/Methodology/Approach: This project involved three studies. Study 1 involved (a) qualitative review of published literature, professional codes of ethics, and critical incidents of (un)ethical performance and resulted in (b) behavioral dimensions and ethical performance rating scales. The second and third studies used a retranslation methodology to evaluate the ethical performance dimensions from Study 1. The behavioral dimensions were linked to the performance determinants (personal attributes) in Study 3. Findings: Study 1 resulted in draft dimension definitions and rating scales for 10 ethical performance dimensions. In Studies 2 and 3, retranslation data provided strong support for 10 behavioral dimensions of ethical performance at work. Results from Study 3 shed light on possible relationships among the performance dimensions based on their underlying performance determinants. Implications: Communicating an organization's ethical standards to employees is important because some ethical breakdowns can be attributed to simply failing to recognize an ethical matter (in: DeCremer, Managerial ethics: Managing the psychology of morality, Routledge, New York, 2011). Definitions of ethical behavior in the workplace provide a tool for researchers, employers, and employees to communicate about ethical situations and a foundation for folding ethics into employee training and performance management. Originality/Value: These studies provide a taxonomy of ethical performance at work that generalizes to a diverse array of occupations and industries, and dimensions and rating scales have value for performance management, training/curriculum development, job analysis, predictor development and/or validation, and additional research. [ABSTRACT FROM AUTHOR]

This article sets out the principles of Catholic social doctrine as they pertain to the rights of employees, the duties of the employers and the obligations of the state. It relates these to the historical development of industrial work and employment in Australia, noting the close proximity of the principles to the social and political arrangements that emerged over the period of the Australian Settlement. It goes on to identify the more recent demise of Catholic activism, which, in combination with the pursuit of neo-liberal policy solutions and market reforms, has purged previous arrangements of their former notions of 'fairness' and equity. It concludes that those opposing such solutions and reforms should think beyond simply framing arguments in terms of the economic or the instrumental, and might usefully draw on the labouring ideals set out in Catholic social doctrine to develop a more thorough set of moral and ethical principles to support their cause. [ABSTRACT FROM AUTHOR]