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Ethical Values & Organizational Image: Islamic Perspective Introduction
Ethics is a branch of philosophy which seeks to address questions about morality, such as what the fundamental semantic, ontological, and epistemic nature of ethics or morality is (meta-ethics), how moral values should be determined (normative ethics), how a moral outcome can be achieved in specific situations (applied ethics), how moral capacity or moral agency develops and what its nature is (moral psychology), and what moral values people actually abide by (descriptive ethics). The Islamic religious perspective warrants considerable importance in the field of global business ethics for five reasons. First, Islam provides a framework that shapes the moral and ethical behavior of a growing number of Muslim consumers around the globe. These consumers constitute about one quarter of the total world population and represent a majority in more than 50 countries. Second, an increasing number of Muslim countries represent some of the most affluent consumers in the world. Islamic financial institutions, for example, manage or control funds worth around $60 billion (De Belder, 1993). Third, there has been an increasing level of foreign investment in Muslim countries over recent years. Fourth, there is a growing momentum towards the formation of a Muslim trading block. And fifth, the current political mood indicates that there appears to be a definitive push towards greater Islamisation of countries where Muslims are in the majority (e.g. Egypt, Algeria, Pakistan, Sudan, Afghanistan to name but a few) in the form of a return to the application of the Islamic law (Shari’ah) to all facets of life and thought. Business ethics may be understood as ‘how personal moral norms apply to the activities and goals of commercial enterprise’ (Nash, 1993: 5). Business and personal decisions need to be ethical because they affect guests, employees, suppliers, friends, and families (Peceri, 1997). The goal of any ethics code is to create an environment conducive to ethical behavior, because it is through ethical behavior that guests’ needs will be met or exceeded, and the organization will profit (Hogan, 1992). Creating ethical workplaces requires dealing with the differences in standards within the workforce (Kapoor, 1991). Ethical people are concerned for others and live their lives according to the highest level of human principles (Fisher, 1998). Codes of ethics have been criticized for being too generic and platitudinous, and without power to reward and punish, they are often ineffective (Malloy & Fennell, 1998).

Luckily, in the world of business ethics, your employer helps you. In a nutshell, their values are your values (in the context of work). Your freedom to choose your own ethical values is somewhat limited. Considering the rash of corporate scandals these days, the thought of following the corporation's values might not be too comforting. Problem: Whose or what values can you trust? (Mark S. Putnam, 2001) You can have professional ethics, but you seldom hear about professional morals. Ethics tend to be codified into a formal system or set of rules which are explicitly adopted by a group of people. Thus you have medical ethics. Ethics are thus internally defined and adopted, whilst morals tend to be externally imposed on other people. Ethics is at the heart of good management (Friedman & Friedman, 1988). Ethical management is reflected in the way employees are treated and influences how they perform their jobs (Waddock & Smith, 2000). When organizations operate ethically, they can develop reputations for being reliable, trustworthy and conscientious. This reduces transaction cost and increases customer loyalty (Wong & Snell, 2003). Hospitality managers are personally accountable for the ethical quality of their decisions as well as those of their subordinates (Van Hoof, McDonald, Yu, & Vallen, 1996). Professional organizations will often have codes of ethics for their memberships to enhance the reputation of the particular industry and to reduce outside regulation (Weinstein, 1993). Younger employees need particular attention in terms of their higher tolerance for unethical behaviors, and ethical training is strongly recommended for all employees (Wong, 1998). According toWiener & Vardi (1990) culture is defined as a system of shared values which produce normative pressures on members of organization. Ethical context and organizational commitment Organizational commitment is commonly defined as employees' interest in and connection to an organization (Hunt et al., 1989; Meyer and Allen, 1997; Mowday et al., 1979). Employees who are committed to their firms "tend to identify with the objectives and goals of their organizations and want to remain with their organizations" (Hunt et al., 1989, p. 81). The quality of the production process is of a paramount concern in Islamic ethics. The Qur’an declares that pursuance of safe and high quality ideals is one aspect of actualizing safe and reliable products and services for the customers (Al-Qur’an 2:172,7; 7:160; 20:81; 2:168; 5:88; 8:69; 16:114; 23:51; 5:4; 5:5; 7:157). In some of these Qur’anic verses the phrase “Eat pure things,” precedes “do righteous deeds.” Put simply, these phrases are meant to impress and emphasize the principle that righteous deeds are meaningless without purity in matters pertaining to production, consumption, and marketing of pure and lawful products and services. Ethics is not definable, is not implementable, because it is not conscious; it involves not only our thinking, but also our feeling (Valdemar W. Setzer; 1942). Research shows that individuals and organizations are adversely affected when commitment is low (Randall,

1987), and that both benefit when commitment is high. Organizational commitment is associated with increased satisfaction (Hunt et al., 1985), performance (Morris and Sherman, 1981), and organizational adaptability (Angle and Perry, 1981), as well as decreased absenteeism (Hammer et al., 1981) and employee turnover (Abelson, 1983). Ethical Values such as honesty, integrity, responsibility, trust, team work, leadership, organization citizenship, they all have a great impact on the image on any organization. Corporate ethical values are considered to be the composition of the individual ethical values of managers and both the formal and informal policies on ethics of the organization If you want to change the culture, you will have to start by changing the organization. (Mary Douglas; 1985).Ethical context and organizational commitment Organizational commitment is commonly defined as employees' interest in and connection to an organization (Hunt et al., 1989; Meyer and Allen, 1997; Mowday et al., 1979). Employees who are committed to their firms "tend to identify with the objectives and goals of their organizations and want to remain with their organizations" (Hunt et al., 1989, p. 81). . According to Schein (1985), corporate values, as a major dimension of a corporate culture, define the standards that guide the external adaptation and internal integration of organizations. Organizations prefer having trustworthy employees–ethical employees, and because traditional values have become less prevalent, written codes of ethics may be necessary (Beasley, 1995). Organizational image very much depend on ethical values. If employees are practicing ethical values & norms within the organization, it will affect the overall performance of the organization. We can also say that ethics are the rules & regulations. If there are some well defined boundaries for the employees, it’s easy for them to work. Positive reinforcement should also be done. For this purpose some organizations also arrange some business ethics trainings for their employees. Sometimes organizations also need negative reinforcement. The purpose is to stop employees for using unethical values. Giving importance to business ethics, therefore, is a core issue in employee workplace effectiveness. As Peters & Waterman (1982) pointed out in their study of excellent companies, nearly all the superior performance firms have at the core a well-defined set of hared values, particularly ethical values (Hunt et al., 1989). Ethic codes are utilized in an attempt to develop ethical contest (Cassell et al. 1997; Hunt et al. 1989; Sims 1991). Research shows that individuals and organizations are adversely affected when commitment is low (Randall, 1987), and that both benefit when commitment is high. Organizational com mitment is associated with increased satisfaction (Hunt et al., 1985), performance (Morris and Sherman, 1981), and organizational adaptability (Angle and Perry, 1981), as well as decreased absenteeism (Hammer et al., 1981) and employee turnover (Abelson, 1983). There is reason to believe that the presence of codes may strengthen employees perceptions of an organizational ethical values and practices. The existence of ethic codes

that formalize organizations ethical values should positively influence sales professionals, perceptions organization’s ethical values. The level of organizational commitment was associated with their perception of their organization’s ethical values. Ethic codes represent a formalization of organization’s concern with ethical behavior. Individualism and uncertainty avoidance are positively associated with firm’s ethics, whereas masculinity and power tend to be negatively associated ( Gnyawali, 1991; McGrath et al, 1992). perceived management styles, ethical precepts and problem-solving expectations, suggests even percolate into the wider society, and may be identified among secondary school students and those individuals within the school-work transition process. Emsler (1995). According to Schein (1985), corporate values, as a major dimension of a corporate culture, define the standards that guide the external adaptation and internal integration of organizations. most managers are more inclined to respect and prefer laws when making difficult ethical decisions, and often trample their own values in business when no laws apply (Whitney, 1990). Professional organizations will often have codes of ethics for their memberships to enhance the reputation of the particular industry and to reduce outside regulation (Weinstein, 1993). After identifying ethical issues through their environmental scanning system, managers must integrate the issues within their personal ethical framework. This step assumes that managers' personal ethical frameworks agree with the ethical frameworks of their organization. If managers' ethics conflict with their organizations', there is a difficult conflict: managers must decide to compromise their personal ethics, leave their organizations or change their organizations' ethics. Changing the ethics is much easier if managers are at a high organizational level, with direct influence on the organizational values and policies. One of the most consistent findings in research on ethical decision-making is that individuals tend to view themselves as more ethical than peers, co-workers, supervisors, and others that they know (Ford and Richardson, 1994). Recognizing the potentially substantial implica tions of this phenomenon, Messick and Bazerman (1996) warned that an individual's perception that he or she is more ethical than others might characterize that individual's atti tudes about. Person-organization fit is considered a key part of organizational selection and is generally defined as "the compatibility between individ uals and organizations" (Kristof, 1996, p. 3). Person-organization fit can be based on the congruity between personal and organization beliefs (Netemeyer et al., 1999; O'Reilly et al., 1991) or individual and company goals (Kristof, 1996; Vancouver et al., 1994). The degree of fit can also depend on how well a firm supports employee needs (Cable and Judge, 1994; Turban and Keon, 1993) or on how appropriately the personality of an individual fits the company. Organizational commitment is commonly defined as employees' interest in and connection to an organization (Hunt et al., 1989; Meyer and Allen, 1997; Mowday et al., 1979). In recent years, the issue of business ethics has garnered increased attention. Corporate research and watchdog groups such as the Ethics Resource Center and the Council on

Economic Priorities point out that the number of corporations that engage in ethics training and initiate socially responsive programs has increased dramatically over the course of the past two decades, and that courses on business ethics have proliferated in America's business schools during that time as well. Employees who are committed to their firms "tend to identify with the objectives and goals of their organizations and want to remain with their organizations" (Hunt et al., 1989, p. 81). Research shows that individuals and organiza tions are adversely affected when commitment is low (Randall, 1987), and that both benefit when commitment is high. Organizational com mitment is associated with increased satisfaction (Hunt et al., 1985), performance (Morris and Sherman, 1981), and organizational adaptability (Angle and Perry, 1981), as well as decreased absenteeism (Hammer et al., 1981).

Bibliography
Al-Qur’an (107: 1–7), (13:17), (21:23), (102:8), (2:188), (23:7), (24:33), (9:53–54), (11:15), (72:13), (2:282), (7:85), (11:85), (26:183), (83:1–3), (23:51), (6:114–115), (2:167–168), (102:8), (100:8), (3:14), (43:19,80), (33:19, 58), (58:17–19), (83:26), (2:172,7), (7:160), (20:81), (2:168), (5:88), (8:69), (16:114), (23:51), (5:4), (5:5), (7:157). For an English translation of the Qur’an, the reader should refer to The Meaning of the Glorious Qur’an by Abdullah Yusuf Ali, Nadim & Co., Ta’ha Publishers Ltd., 68A Delaney St., London NW1 7RY. Beasley, M. A. (1995). Bottom line: Developing a code of ethics. Food Management. 30(5), 40-41. Cable, D. M. and T. A. Judge: 1994, 'Pay Preferences and Job Search Decisions: A Person Organization Fit Perspective', Personnel Psychology 47, 317-348. Caldwell, D. and C. O'Reilly: 1990, 'Measuring Person-Job Fit Using a Profile Comparison Process', Journal of Applied Psychology 75, 648-657 De Balder, R. T., T. Richard and M. H. Khan: 1993, ‘The Changing Face of Islamic Banking’, International Financial Law Review 12(11) (Nov), 23–26. Ford, R. C. and W. D. Richardson: 1994, 'Ethical Decision Making: A Review of the Empirical Literature\. Journal of Business Ethics 13, 205-221. Fisher, W. P. (1998). Fisher’s law: E.T.H.I.C.S.: The qualities that drive successful people. Lodging. 23(11). Friedman, H. H. & Friedman, L. W. (1988) A framework for organizational success, Journal of Business Ethics, 8, pp. 219–231. Goli, G. (1990). Management by values: Consistency as a predictor of success. Hospitality Research Journal. 14(1), 55-68. Hunt, S. et al. (1989) Corporate ethical values and organizational commitment in marketing, Journal of Marketing, 53, pp. 79–90.

Hunt, S. D, V. R. Wood and L. B. Chonko: 1989, 'Corporate Ethical Values and Organizational Commitment in Marketing', Journal of Marketing 53, Hogan, J. (1992). The front line: Ethics shouldn’t sway during tough times. Hotel & Resort Industry. 15(5), 44-45. Kristof, A. L.: 1996, 'Person-Organization Fit: An Integrative Review of Its Conceptualizations, Measurement, and Implications', Personnel Psychology 49, 1-49. Kapoor, T. (1991). A new look at ethics and its relationship to empowerment. Hospitality & Tourism Educator. 4(1), 21-14. Lipford, J. W. and R. D. Tollison: 2003 Jun, _Religious participation and income_, Journal of Economic Behavior & Organisation 51(2), 249–260. Mowday, R. T., R. M. Steers and L. W. Porter: 1979, 'The Measurement of Organizational Commitment', Journal of Vocational Behavior 14, 224-247. Peters, T. J. & Waterman, R. H. (1982) In Search of Excellence (New York: Harper & Row). Schein, E. (1985) Organizational Culture and Leaders: A Dynamic View (San Francisco, CA: Jossey-Bass). Upchurch, R. S., & Ruhland, S. K. (1995). An analysis of ethical work climate and leadership relationship in lodging operations. Journal of Travel Research. 34(2), 36-42. Van Hoof, H.B., McDonald, M. E., Yu, L.&Vallen, G. K. (Ed.). (1996). A Host of Opportunities:An Introduction to Hospitality Management. Chicago: Irwin. Waddock, S. & Smith, N. (2000) Corporate responsibility audits: doing well by doing good, Sloan Management Review, 41(2), pp. 75–83. Wong, Y. L. & Snell, R. S. (2003) Employee workplace effectiveness: implications for performance management practices and research, Journal of General Management, 29(2), pp. 53–69. Ford, R. C. and W. D. Richardson: 1994, 'Ethical Decision Making: A Review of the Empirical Literature\. Journal of Business Ethics 13, 205-221. Wong, S. C. K. (1998). Staff job-related ethics of hotel employees in Hong Kong. InternationalJournal of Contemporary Hospitality Management. 10(2-3), 107-115. Weinstein, R. (1993). Ethics: Keeping the peace. Meetings & Conventions. 28(10),

Supp 34-43. Whitney, D. L. (1990). Ethics in the hospitality industry: With a focus on hotel managers. Intl. Journal of Hospitality Management. 9(1), 59-68.

Literature Review
Previous research concerning the relationship between ethics codes and ethical behavior in the workplace has yielded mixed results. Little is known about the process by which an ethics code might influence employees' ethical decisions (Schwartz, 2001). We suggest that unless ethics codes influence the perceptions of employees about the ethical values of their organizations, that the codes are unlikely to positively impact behavior. Employees' beliefs about their employers' ethical values appear to be just as important, if not more important, than the "objective reality" of organizations' values, since research indicates that it is employees' perceptions of the organizational context that influences their ethical decision-making (Akaah and Lund, 1994; Barnett and Vaicys, 2000; Weaver et al., 1999). as people becoming more aware of corporate responsibility, fair dealing, integrity and other higher qualities they will be willing and eager to involve themselves in mutual business dealings (al-Razi, 1985). Ethics is at the heart of good management (Friedman & Friedman, 1988). Ethical management is reflected in the way employees are treated and influences how they perform their jobs (Waddock & Smith, 2000). When organizations operate ethically, they can develop reputations for being reliable, trustworthy and conscientious. This reduces transaction cost and increases customer loyalty (Wong & Snell, 2003). Giving importance to business ethics, therefore, is a core issue in employee workplace effectiveness. As Peters & Waterman (1982) pointed out in their study of excellent companies, nearly all the superior performance firms have at the core a well-defined set of shared values, particularly ethical values (Hunt et al., 1989). When the ethical standards/values of an organization are widely shared among its members, organizational success will be enhanced in the long run (Keeley, 1983; Badovick & Beatty, 1987). Singhapakdi et al. (1995) also empirically established that corporate ethical values positively influence a marketer’s perceptions of the importance of ethics and social responsibility in achieving organizational effectiveness. When employees believe that the organizations for which they work have strong ethical values, they appear to be more likely to engage in ethical behavior. Because we believe that ethics codes largely affect behavior through their impact on employee perceptions of the organizational context, our study was designed to assess whether the simple existence of ethics codes affected perceptions of organizations' ethical values. Committed

employees generally feel a connection to company values (Schwepker & Good, 1999). Valentine et al. (2002) revealed a strong relationship between corporate ethical values and individual employee’s organizational commitment. An examination of 1246 marketing professionals (managers and researchers) revealed that corporate ethical values are significant substantive predictors of organizational commitment (Hunt et al., 1989). Sims (1991) explained that an ethical context is developed by ‘managin the psychological contracts between the organization and its employees, reinforcing the employee’s organizational commitment and encouraging an ethically-oriented organizational culture’ (Sims, 1991: 495). Also, in their studies, Somers (2001) and Okpara (2003) suggested that the presence of corporate ethical values were associated with high levels of organizational commitment. If the existence of ethics codes contributes to employees' perceptions that their organizations value ethical behavior, then the codes might have the potential to positively influence employees' ethics related behavior. Our study found a modest, but significant, effect of ethics codes on two distinct measures of organizations' ethical values, after controlling for several relevant personal and situational factors. The advancement of ethics codes may lead to more ethical company beliefs and standards (Sims, 1991). Codes may operate to improve perceptions of ethical values by "nurturing marketing practitioners' realization of the important roles of ethics and social responsibility as determinants of business success" (Singhapakdi, 1999, p. 96). It is also possible that organizations with ethics codes are more successful in socializing employees so that they "internalize" the values of the organization. Further, since we asked for respondents' perceptions of their organizations' ethical values, it is conceivable that the ethics code might serve as a form of "impression management" that leads employees to believe their employers care about ethics regardless of the reality. Our study was not designed to address these alternative explanations of the findings but future research could address them. Another aspect of organizations' ethical values is the ethical work climate, conceptualized by Victor and Cullen (1988) to consist of nine dimensions. Research suggests that certain types of ethical climates, especially those characterized by a concern for others (benevolence) and/or by a concern for adherence to rules/codes (principled) are associated with individuals' ethical perceptions (Barnett and Vaicys, 2000). Does the existence of an ethics code affect employees' perception of their ethical climate in terms of the typology conceptualized by Victor and Cullen (1988)? Are organizations that have formalized ethics codes more likely to be perceived as placing a strong emphasis on adhering to company, industry, and/or societal rules and codes? Future research should attempt to link the existence and content of ethics codes to employees' beliefs about the ethical climate in their organizations. Although our study found that the existence of ethics codes positively influenced perceptions, respondents had to be aware of the existence of their organizations' ethics codes in order to respond affirmatively to the survey question. Therefore, it is difficult to separate the "existence" of the ethics code from employee "awareness" of the existence of the code. Better methods of developing and communicating ethics codes must be developed. Employees' appreciation for ethics codes appears to be enhanced by systematically revisiting ethical business perspectives (Fritz et al., 1999)."For an ethical code to be available to

organizational members for adoption, that code and its implications must be articulated by the organization in its day-to-day routine activities" (Fritz et al., 1999, p. 290). Furthermore, Sims & Keon (1997) indicated that organizational ethics and values tend to be positively related to employees’ level of satisfaction and negatively related to their expressed intention to turnover. Similarly, Schwepker (2001) also showed that the ethical climate was positively associated with job satisfaction and organizational commitment, and was negatively associated with turn over intentions. Recent business periodicals and academic literature acknowledge the importance of shared organizational values and beliefs as significant influences upon em- ployee decision making leading to behavior (Caudron 1992, Howard 1990, Schein 1985). Embodied within the general organizational culture are shared normative values and beliefs regarding moral rightness and wrongness. These influence the ethical dimension of the employees' decision making and behavior, and pro- vide collective norms for right (ethical) or appropriate behavior for the employees (Trevino 1990). The ethical values embedded in the organization socialized em- ployees toward proper ethical decisions and behavior (Smith and Carroll 1984). Empirical assessments of organizational ethical climates are limited. Victor and Cullen (1988) report that various organizational ethical climate types character- ized the four firms in their study, as well as discovering multiple ethical climate types within the firms. Other studies also found the presence of multiple climates (particularly, Meglino et al. 1989). The review of the literature by Reed, et al. determines that empirical studies are inconclusive. In the future researchers should recognize the potential importance of focusing upon "corporate culture as a factor affecting social performance" (Reed, et al. 1990 p. 36). Utilizing the Ethical Climate Questionnaire, also developed by Victor and Cullen (1987, 1988), this re- search attempts to explain the discovery of multiple organizational ethical sub climates. Specific ethical de- cision-making dimensions and ethical subclimates are hypothesized to be associated with different depart- ment types due to differences in the departments' tasks and stakeholder relationships. This research also dis- cusses the behavioral implications associated with the types of ethical subclimates found in the organization. Weeks & Nantell (1992) showed that well-communicated codes of ethics led to increased ethical standards and superior job performance of sales people in the American context. Singhapakdi et al. (1995) empirically established that corporate ethical values positively influence a marketer’s perceptions of the importance of ethics and social responsibility in order to achieve organizational effectiveness. Thus, corporate business ethics individually or jointly influence organizational performance (Wu, 2002). Managers at every level of the organization should regularly discuss the ethical values and what it means to their division or department (Stevens, 1999), otherwise it will not be accepted and adopted by employees.

Since the presence of corporate ethical values influences employee’s level of commitment, an important implication of this finding is for management to encourage and support the development of written codes of ethics. Ethical people are concerned for others and live their lives according to the highest level of human principles (Fisher, 1998). There are examples of managers who stand-up for their values under fire and are accorded the title of “true professional” Cook and Emsler (1999) demonstrate, career success, in the form of promotion is typically decided by superiors, not those who are or will be subordinates. They suggest that relatively little is known about the perceptions and expectations of potential subordinates, notwithstanding the informal power that these individuals may later have in influencing the relative success or otherwise of a manager’s achievements within any position.

Bibliography
Al-Razi, Muhammad: 1985, Tafsir Fakhru-ar-Razi, 3rd edition (Darul Fikr, Beirut). Ackerman, R. W. and R. A. Bauer (1976), Corporate Social Respon-siveness: The Moder Dilemma, Reston, VA: Reston. Barnett, T. and C. Vaicys: 2000, 'The Moderating Effect of Individuals' Perceptions of Ethical Work Climate on Ethical Judgments and Behavioral Intentions', Journal of Business Ethics 27, 351-362. Caudron, S. (1992), "Subculture Strife Hinders Productivity,"Person- nel Journal, December, 60-64. Corporate Culture: A Field Test of the Value Congruence Process and Its Relationship to Individual Outcomes," Joumal of Applied Psychology, 74, 3, 424-432. Smith, H. R. and A. B. Carroll (1984), "Organizational Ethics: A Stacked Deck," Joumal of Business Ethics, 3, 95-100. Empirical Results: A Review and Synthesis of JAI Volumes 1-10,"in L. E. Preston (Ed.), Corpora- tion and Society Research: Studies in Theory and Measurement, Greenwich, CT: JAI Press, 27-62. Fritz, J. M. H., R. C. Arnett and M. Conkel: 1999, 'Organizational Ethical Standards and Organizational Commitment', Journal of Business Ethics 20, 289-299.

Friedman, H. H. & Friedman, L. W. (1988) A framework for organizational success, Journal of Business Ethics,8, pp. 219–231. Howard, R. (1990), "Values Make the Company: An Interview with Robert Haas," Harvard Business Review, 68, 5, 133-144.

Hunt, S. et al. (1989) Corporate ethical values and organizational commitment in marketing, Journal of Marketing, 53, pp. 79–90. Keeley,M. (1983) Values in organizational theory and management education, Academy of Management Review, 8(3), pp. 376–386. Meglino, B. M., E. C. Ravlin, and C. L. Adkins (1989), "A Work Values Approach to Organizational Ethics," in R. Woodman and W. Pasmore (Eds.), Research in Organizational Change and Development, Greenwich, CT: JAI Press, 4, 195-230. Organizations," in W. C. Frederick (Ed.), Research in Coiporate Social Performance and Policy: Empirical Studies of Business Ethics and Values, Greenwich, CT: JAI Press, 9, 51-71. Peters, T. J. & Waterman, R. H. (1982) In Search of Excellence (New York: Harper & Row). Reed, L., K. Getz, D. Collins, W. Oberman and R. Toy (1990), "Theoretical Models and Schein, E. H. (1985), Organizational Culture and Leadership, San Francisco, CA: JosseyBass Schwartz, M.: 2001, 'The Nature of the Relationship Between Corporate Codes of Ethics and Behavior', Journal of Business Ethics 32, 247-262.

Sims, R. R.: 1991, 'The Institutionalization of Organizational Ethics', Journal of Business Ethics 10, 493-506.

Singhapakdi, A.: 1999, 'Perceived Importance of Ethics and Ethical Decision Making in Marketing', Journal of Business Research 45, 89-99. Trevino,L.K. (1990), "A Cultural Perspective on Changing and Developing Thompson, J. D. (1967), Organizations in Action, New York: McGraw-Hill Book Company Victor, B. and J. Cullen: 1988, 'The Organizational Bases of Ethical Work Climates', Administrative Science Quarterly 33, 101-125. Victor, B. and J. B. Cullen (1987), "A Theory and Measure of Ethical Climate in

Victor, B. and J. B. Cullen (1987), (1988), "The Organizational Basis of Ethical Work Climates, Administrative Science Quarterly, 33, 1, 101-125. Waddock, S. & Smith, N. (2000) Corporate responsibility audits: doing well by doing good, Sloan Management Review, 41(2), pp. 75–83.

Rationale & Significance of the Study
Ethics is based on a set of moral and ethical values. These values must be absolute - that is, you must take them seriously enough to override any human rationalization, weakness, ego, or personal faults (Mark S. Putnam ;2001). Luckily, in the world of business ethics, your employer helps you. In a nutshell, their values are your values (in the context of work). Think about how these values are communicated in your organization and what you can do to support them. (Mark S. Putnam 2001). Business ethics may be understood as ‘how personal moral norms apply to the activities and goals of commercial enterprise’ (Nash, 1993: 5). Ethical values are important for achieving goals as well as it direct the employees towards the right path for achieving goals. The goal of any ethics code is to create an environment conducive to ethical behavior, because it is through ethical behavior that guests’ needs will be met or exceeded, and the organization will profit (Hogan, 1992). Ethical people are concerned for others and live their lives according to the highest level of human principles (Fisher, 1998). Ethics is at the heart of good management (Friedman & Friedman, 1988). According to Schein (1985), corporate values, as a major dimension of a corporate culture, define the standards that guide the external adaptation and internal integration of organizations. Many different disciplines, institutions, and professions have norms for behavior that suit their particular aims and goals. These norms also help members of the discipline to coordinate their actions or activities and to establish the public’s trust of the discipline. For instance, ethical norms govern conduct in medicine, law, engineering, and business. Ethical norms also serve the aims or goals of research and apply to people who conduct scientific research or other scholarly or creative activities, and there is a specialized discipline, research ethics, which studies these norms.

The main purpose of the study is to explore critically examine in a descriptive & analytical manner the relevance of ethical values to organizational image. Ethical values improves the organizational over all image. Organizational image will be improved if the

inner environment of organization is good enough. Inner environment can be improved by teaching ethics & values to the employees. These ethics includes responsibility, trust, quality, team work, leadership etc. If these ethical values are present & applied in the organization then employees get to know that what their boundaries are. They also get to know that they should work but keep these boundaries in mind. If employees will work using ethical values, there performance will increase because they knows well about their responsibilities. So Ethical values has a relevance with organizational image & ethical values helps the management to improve the image of organization.

Objectives of the Study
 To explore & analyze critically the philosophy & role of ethical values on organizational image.  To discuss ethical values in Islamic perspective & its impact on organizations in Pakistan’s economic environment.  To examine how ethical values improves the performance of employees & then how they deal with the customers.  To examine Islamic Ethical values & their impact on organizational image & employees performance in Pakistan.

Contribution
The study will help to understand the issues related to organizational image & employees performance & how it can be improved by using ethical values in the organization. This study will provide a strong base & encourage the management in the organizations to introduce Islamic ethical values, norms & ethical decision making. As a result employee’s performance will increase. Managers & employees will more concentrate on the quality management. Relationship with the customers increases, & it will effect on the organizational image. This study will help managers in improving the decision making process for future purposes.

Problem Statement
If we talk about Ethical values & organizational image, We get to know that ethical values increase the quality management & it will improve the organizational image. In SME sector we develop a problem statement that. “If we increase the quality of goods, & provide the goods according to needs & wants of customers, it will improve the organizational image.

Research Design
In research design we take two variables. These variables include dependant variable and independent variable. On the basis of which we will make the hypothesis. The independent variable includes ethical values & dependent variable includes organizational image. Trust, teamwork, employee’s performance, quality management, these are some components of Ethical values. If we increase or decrease them, it will effect organizational image. Luckily, in the world of business ethics, your employer helps you. In a nutshell, their values are your values (Mark S. Putnam: 2001). Considering the rash of corporate scandals these days, the thought of following the corporation's values might not be too comforting. Problem: Whose or what values can you trust? (Mark S. Putnam, 2001).

Hypothesis
H1 : Ethical values will be positively associated with the organizational image. H2: Ethical values will be positively associated with employees Performance. H3: Ethical values will be positively associated with Quality Managment H4: Ethical values will be negatively associated with turnover.

Methodology
Sample & Procedure: The data analyzed in this study were collected via questionnaires from randomly selected employees of organizations of Islamabad & Rawalpindi. Questionnaires were distributed among 72 employees. 25 of them are the managers & other are the employees such as executives, management trainees. Some demographic data were also collected, such as gender, age, marital status and education level. No personal data were collected except demographics. We invited 72 employees to participate in this study. Of those invited, 62 completed the questionnaires, yielding an effective response rate of 87%. As for the characteristics of the final sample, the majority of the respondents were male. Mean respondent age was 28. Measurements: Corporate ethical values were tapped by a five-item scale developed by Hunt et al. (1989). This construct was measured in order to capture three broad-based perceptions: (i) the extent to which employees perceive their managers acting ethically in their organizations; (ii) the extent to which employees perceive their managers concerned about ethical issues in the organization; and (iii) the extent to which employees perceive that ethical (unethical) behaviors are rewarded (or punished) in their organizations. A three-item scale, developed by Schwepker (2001), is used to measure job satisfaction. Turnover intention was measured by the instrument developed by Mobley et al. (1979).

Data Analysis
After data collection and coding, the appropriate data analytic techniques including descriptive and multivariate analyses will be carried out keeping in view the objective of the study by using latest available version of SPSS.

Conclusion
In this study, an integrative framework for quality culture, corporate ethical values, organizational commitment, job performance, job satisfaction and turnover intentions was developed and tested with a series of statistical methods. The model used the data collected from Turkish manufacturing companies. Based on the findings, a number of guidelines can be offered regarding the role of each exploratory variable in employees’ work-related attitudes and job performance. A main contribution of this study is that a significant effect of quality culture on workrelated employee attitudes is found, which confirms the results of previous research that consider quality culture as an important component in fostering organizational commitment, job satisfaction and job performance (Parncharoen et al., 2003; Cimete et al., 2003; Wilkins & Ouchi, 1983). Corporate ethical values (CEV) are also found to be positively related to organizational commitment and negatively related to turnover intentions, confirming the recent research (Okpara, 2003; Somers, 2001; Valentine et al., 2002; Hunt et al., 1989). However, contrary to some previous research (Sims & Keon, 1997; Weeks & Nantell, 1992; Wu, 2002), no significant effect of CEV on job satisfaction and job performance was revealed, although there is a positive correlation between CEV, job satisfaction and job performance. In other words, CEV was not associated with job-related attitudes and performance. Therefore, employees reported higher levels of commitment, satisfaction and performance when there was an organization-wide quality culture dedicated to outstanding quality in service, products and employees’ work life. Our findings further yielded that turnover intentions would be lowered with high levels of commitment and wider agreement of corporate ethical values. Moreover, the mediating effect of organizational image was also examined. It was revealed that organizational image partially mediated the relationships between quality culture–job performance, quality culture–job satisfaction and corporate ethical values turnover intentions. In addition, it was shown that organizational image fully mediated the relationship between quality culture and turnover intentions. That is, quality culture affects job performance and job satisfaction both directly and through organizational image, whereas quality culture affects turnover intentions only through organizational image. Similarly, corporate ethical values affect turnover intentions both directly and through organizational image.

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