4.3 Literature Review

Running Head: ANNOTATED LITERATURE REVIEW OUTLINE 1

Annotated Literature Review Outline

Michael Braden

Trevecca Nazarene University

MOL 5800: Special Topics in Organizational Leadership

Dr. David Lomascolo

5/17/2021

ANNOTATED LITERATURE REVIEW OUTLINE 2

Annotated Literature Review Outline

I. Work ethics and employee motivation, loyalty, and commitment

a. Work ethics are considered to be the important factors that increase the employees’

motivation, loyalty, and commitment towards the organization. It refers to the

delicate positive skill that should be adopted by all the employees in the

organization for their development as a worker in the future.

i. There are various benefits of Work Ethics in an organization.

1. Employees govern themselves in the workplace. There is a

tremendous effect of work ethics on employee morale, loyalty,

performance, and job turnover (Raziq, 2015).

2. A strong employee work ethic can increase punctuality,

accountability, productivity, professionalism, focus, and dedication

among employees (Abdullah, 2016).

3. Ethical conduct as a performance measure in employees (Lau,

2017).

ii. Quality work ethics become the reason for job satisfaction and

organizational commitment of the employees (Panigrahi, 2019).

ANNOTATED LITERATURE REVIEW OUTLINE 3

1. There is a positive relationship between work ethics and the job

satisfaction of employees (Abou Hashish, 2017).

2. Work ethics also improves the organizational commitment of

employees (Valaei, 2016).

3. Work ethics may have either a positive or negative relationship with

the employees' organizational commitment to the organization

(Babalola, 2016).

II. Work ethics and discipline among employees

a. Work ethics help to increase discipline among employees by making them more

disciplined and organized.

i. Work ethics reduces the negative behavior in organizations, such as

workplace bullying (Ahmad, 2018).

1. Ethical workplace climates help to build a protective environment in

an organization (Edmondson, 2018).

2. Work ethics and whistleblowing policy (Vandekerckhove, 2016).

ii. Work ethics reduces the impact of abusive supervision.

1. Ethical values minimize the impact of abusive supervision in an

organization (Zhang, 2015).

2. Work ethics help the employees to be more creative and innovative

(Li, 2019).

III. Generational differences and work ethics

a. Generational cohorts are the different groups that share birth years, age, location,

and some important life events at critical stages of life.

ANNOTATED LITERATURE REVIEW OUTLINE 4

i. Baby boomers consider work as an integral part of their life.

1. Baby boomers follow the work ethics strictly.

2. Baby boomers are considered to be fiercely loyal to their employers

(Zabel, 2017).

ii. Generation X emphasizes on work-life balance.

1. Generation X prefers to work independently and autonomously.

2. Generation X works hard to have a balance between work and life.

3. Generation Xs are more committed to a job than the other

generation cohort (Zabel, 2017).

iii. Millennials value job security.

1. Millennials follow the work ethics for their job security.

2. Millennials are more confident and competent and follow work

ethics (Zabel, 2017).

ANNOTATED LITERATURE REVIEW OUTLINE 5

References

Abdullah, A. &. (2016). The influence of work ethic and counterproductive work behaviour of

civil servants. Journal of Technology Management and Business, 3(1).

Abou Hashish, E. A. (2017). Relationship between ethical work climate and nurses’ perception of

organizational support, commitment, job satisfaction and turnover intent. Nursing ethics,

24(2), , 151-166.

Ahmad, S. (2018). Can ethical leadership inhibit workplace bullying across East and West:

Exploring cross-cultural interactional justice as a mediating mechanism. . European

Management Journal, 36(2), 223-234.

Babalola, S. S. (2016). The effect of leadership style, job satisfaction and employee-supervisor

relationship on job performance and organizational commitment. Journal of Applied

Business Research (JABR), 32(3), 935-946.

Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the

workplace for learning, innovation, and growth. John Wiley & Sons.

Lau, P. Y. (2017). Ethical work climate, employee commitment and proactive customer service

performance: Test of the mediating effects of organizational politics. Journal of Retailing

and Consumer Services, 35, 20-26.

ANNOTATED LITERATURE REVIEW OUTLINE 6

Li, H. S. (2019). Influence of transformational leadership on employees’ innovative work behavior

in sustainable organizations: Test of mediation and moderation processes. Sustainability,

11(6).

Panigrahi, S. &.-N. (2019). Quality work ethics and job satisfaction: An empirical analysis.

QUALITY Access to Success, 20.

Raziq, A. &. (2015). Impact of working environment on job satisfaction. Procedia Economics and

Finance, 23, 717-725.

Valaei, N. &. (2016). Job satisfaction and organizational commitment. Management Research

Review.

Vandekerckhove, W. (2016). Whistleblowing and organizational social responsibility: A global

assessment. Routledge.

Zabel, K. L.-H. (2017). Generational differences in work ethic: Fact or fiction? Journal of business

and psychology, 32(3), 301-315.

Zhang, Y. &. (2015). Consequences of abusive supervision: A meta-analytic review. Asia Pacific

Journal of Management, 32(4), 959-987.