Effects of Ethical Climate and Supervisory Trust on Salesperson’S Job Attitudes and Intentions to Quit

By Jay P. Mulki, Fernando Jaramillo, William B. Locander. 2006

325 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/01d74eabca8145b982e6505df91d9eaf29fe77cc

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In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, background): “For instance, Ruppel and Harrington (2000) focus on egoistic and benevolent OECs as predictors of trust in the organization, while the studies of DeConinck (2011) and Mulki et al. (2006) show that benevolent OEC is associated with trust in supervisors.”
The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople (2011, background): “It is linked to the ethical behavior of employees (Trevino et al., 1998; Verbeke et al., 1996), employees' commitment to the organization (Trevino et al., 1998; Weeks et al., 2004), role stress (Babin et al., 2000; Mulki et al., 2006) and intention to leave (Mulki et al., 2006; Schwepker, 2001).”
Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, background): “Prior research supports these linkages of employee trust to positive workplace attitudes, such as organizational identification and affective commitment (Dirks & Ferrin, 2002 ; Mulki, Jaramillo, & Locander, 2006 ; Perry, 2004 ; Straiter, 2005 ).”
The moderating role of industrial experience in the job satisfaction, intention to leave relationship: an empirical study among salesmen in India (2008, background): “Later studies have analyzed this variable in terms of different dimensions like supervisory trust ( Mulki et al. , 2006”
Examining the Impact of Servant Leadership on Salesperson’s Turnover Intention (2009, background): “For instance, salespeople are more likely to voluntarily leave when they are dissatisfi ed with their supervisor (e.g., Nonis, Sager, and Kumar 1996), and when they believe that their supervisor cannot be trusted (e.g., Mulki, Jaramillo, and Locander 2006a).”
The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, background): “Mulki et al. (2006) research pointed that the impact of ethical climate on salesperson attitudes and behavioral intentions are significantly enhanced by trust in supervisor.”