\documentclass[11pt,twoside]{article}\makeatletter

\IfFileExists{xcolor.sty}%
  {\RequirePackage{xcolor}}%
  {\RequirePackage{color}}
\usepackage{colortbl}
\usepackage{wrapfig}
\usepackage{ifxetex}
\ifxetex
  \usepackage{fontspec}
  \usepackage{xunicode}
  \catcode`⃥=\active \def⃥{\textbackslash}
  \catcode`❴=\active \def❴{\{}
  \catcode`❵=\active \def❵{\}}
  \def\textJapanese{\fontspec{Noto Sans CJK JP}}
  \def\textChinese{\fontspec{Noto Sans CJK SC}}
  \def\textKorean{\fontspec{Noto Sans CJK KR}}
  \setmonofont{DejaVu Sans Mono}
  
\else
  \IfFileExists{utf8x.def}%
   {\usepackage[utf8x]{inputenc}
      \PrerenderUnicode{–}
    }%
   {\usepackage[utf8]{inputenc}}
  \usepackage[english]{babel}
  \usepackage[T1]{fontenc}
  \usepackage{float}
  \usepackage[]{ucs}
  \uc@dclc{8421}{default}{\textbackslash }
  \uc@dclc{10100}{default}{\{}
  \uc@dclc{10101}{default}{\}}
  \uc@dclc{8491}{default}{\AA{}}
  \uc@dclc{8239}{default}{\,}
  \uc@dclc{20154}{default}{ }
  \uc@dclc{10148}{default}{>}
  \def\textschwa{\rotatebox{-90}{e}}
  \def\textJapanese{}
  \def\textChinese{}
  \IfFileExists{tipa.sty}{\usepackage{tipa}}{}
\fi
\def\exampleFont{\ttfamily\small}
\DeclareTextSymbol{\textpi}{OML}{25}
\usepackage{relsize}
\RequirePackage{array}
\def\@testpach{\@chclass
 \ifnum \@lastchclass=6 \@ne \@chnum \@ne \else
  \ifnum \@lastchclass=7 5 \else
   \ifnum \@lastchclass=8 \tw@ \else
    \ifnum \@lastchclass=9 \thr@@
   \else \z@
   \ifnum \@lastchclass = 10 \else
   \edef\@nextchar{\expandafter\string\@nextchar}%
   \@chnum
   \if \@nextchar c\z@ \else
    \if \@nextchar l\@ne \else
     \if \@nextchar r\tw@ \else
   \z@ \@chclass
   \if\@nextchar |\@ne \else
    \if \@nextchar !6 \else
     \if \@nextchar @7 \else
      \if \@nextchar (8 \else
       \if \@nextchar )9 \else
  10
  \@chnum
  \if \@nextchar m\thr@@\else
   \if \@nextchar p4 \else
    \if \@nextchar b5 \else
   \z@ \@chclass \z@ \@preamerr \z@ \fi \fi \fi \fi
   \fi \fi  \fi  \fi  \fi  \fi  \fi \fi \fi \fi \fi \fi}
\gdef\arraybackslash{\let\\=\@arraycr}
\def\@textsubscript#1{{\m@th\ensuremath{_{\mbox{\fontsize\sf@size\z@#1}}}}}
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\def\abbr{}
\def\corr{}
\def\expan{}
\def\gap{}
\def\orig{}
\def\reg{}
\def\ref{}
\def\sic{}
\def\persName{}\def\name{}
\def\placeName{}
\def\orgName{}
\def\textcal#1{{\fontspec{Lucida Calligraphy}#1}}
\def\textgothic#1{{\fontspec{Lucida Blackletter}#1}}
\def\textlarge#1{{\large #1}}
\def\textoverbar#1{\ensuremath{\overline{#1}}}
\def\textquoted#1{‘#1’}
\def\textsmall#1{{\small #1}}
\def\textsubscript#1{\@textsubscript{\selectfont#1}}
\def\textxi{\ensuremath{\xi}}
\def\titlem{\itshape}
\newenvironment{biblfree}{}{\ifvmode\par\fi }
\newenvironment{bibl}{}{}
\newenvironment{byline}{\vskip6pt\itshape\fontsize{16pt}{18pt}\selectfont}{\par }
\newenvironment{citbibl}{}{\ifvmode\par\fi }
\newenvironment{docAuthor}{\ifvmode\vskip4pt\fontsize{16pt}{18pt}\selectfont\fi\itshape}{\ifvmode\par\fi }
\newenvironment{docDate}{}{\ifvmode\par\fi }
\newenvironment{docImprint}{\vskip 6pt}{\ifvmode\par\fi }
\newenvironment{docTitle}{\vskip6pt\bfseries\fontsize{22pt}{25pt}\selectfont}{\par }
\newenvironment{msHead}{\vskip 6pt}{\par}
\newenvironment{msItem}{\vskip 6pt}{\par}
\newenvironment{rubric}{}{}
\newenvironment{titlePart}{}{\par }

\newcolumntype{L}[1]{){\raggedright\arraybackslash}p{#1}}
\newcolumntype{C}[1]{){\centering\arraybackslash}p{#1}}
\newcolumntype{R}[1]{){\raggedleft\arraybackslash}p{#1}}
\newcolumntype{P}[1]{){\arraybackslash}p{#1}}
\newcolumntype{B}[1]{){\arraybackslash}b{#1}}
\newcolumntype{M}[1]{){\arraybackslash}m{#1}}
\definecolor{label}{gray}{0.75}
\def\unusedattribute#1{\sout{\textcolor{label}{#1}}}
\DeclareRobustCommand*{\xref}{\hyper@normalise\xref@}
\def\xref@#1#2{\hyper@linkurl{#2}{#1}}
\begingroup
\catcode`\_=\active
\gdef_#1{\ensuremath{\sb{\mathrm{#1}}}}
\endgroup
\mathcode`\_=\string"8000
\catcode`\_=12\relax

\usepackage[a4paper,twoside,lmargin=1in,rmargin=1in,tmargin=1in,bmargin=1in,marginparwidth=0.75in]{geometry}
\usepackage{framed}

\definecolor{shadecolor}{gray}{0.95}
\usepackage{longtable}
\usepackage[normalem]{ulem}
\usepackage{fancyvrb}
\usepackage{fancyhdr}
\usepackage{graphicx}
\usepackage{marginnote}

\renewcommand{\@cite}[1]{#1}


\renewcommand*{\marginfont}{\itshape\footnotesize}

\def\Gin@extensions{.pdf,.png,.jpg,.mps,.tif}

  \pagestyle{fancy}

\usepackage[pdftitle={Contact of Communal Ethical Practices and Personality Ethical Behavioral Organizational Job Pleasure},
 pdfauthor={}]{hyperref}
\hyperbaseurl{}

	 \paperwidth210mm
	 \paperheight297mm
              
\def\@pnumwidth{1.55em}
\def\@tocrmarg {2.55em}
\def\@dotsep{4.5}
\setcounter{tocdepth}{3}
\clubpenalty=8000
\emergencystretch 3em
\hbadness=4000
\hyphenpenalty=400
\pretolerance=750
\tolerance=2000
\vbadness=4000
\widowpenalty=10000

\renewcommand\section{\@startsection {section}{1}{\z@}%
     {-1.75ex \@plus -0.5ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large\bfseries}}
\renewcommand\subsection{\@startsection{subsection}{2}{\z@}%
     {-1.75ex\@plus -0.5ex \@minus- .2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large}}
\renewcommand\subsubsection{\@startsection{subsubsection}{3}{\z@}%
     {-1.5ex\@plus -0.35ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\large}}
\renewcommand\paragraph{\@startsection{paragraph}{4}{\z@}%
     {-1ex \@plus-0.35ex \@minus -0.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\normalsize}}
\renewcommand\subparagraph{\@startsection{subparagraph}{5}{\parindent}%
     {1.5ex \@plus1ex \@minus .2ex}%
     {-1em}%
     {\reset@font\normalsize\bfseries}}


\def\l@section#1#2{\addpenalty{\@secpenalty} \addvspace{1.0em plus 1pt}
 \@tempdima 1.5em \begingroup
 \parindent \z@ \rightskip \@pnumwidth 
 \parfillskip -\@pnumwidth 
 \bfseries \leavevmode #1\hfil \hbox to\@pnumwidth{\hss #2}\par
 \endgroup}
\def\l@subsection{\@dottedtocline{2}{1.5em}{2.3em}}
\def\l@subsubsection{\@dottedtocline{3}{3.8em}{3.2em}}
\def\l@paragraph{\@dottedtocline{4}{7.0em}{4.1em}}
\def\l@subparagraph{\@dottedtocline{5}{10em}{5em}}
\@ifundefined{c@section}{\newcounter{section}}{}
\@ifundefined{c@chapter}{\newcounter{chapter}}{}
\newif\if@mainmatter 
\@mainmattertrue
\def\chaptername{Chapter}
\def\frontmatter{%
  \pagenumbering{roman}
  \def\thechapter{\@roman\c@chapter}
  \def\theHchapter{\roman{chapter}}
  \def\thesection{\@roman\c@section}
  \def\theHsection{\roman{section}}
  \def\@chapapp{}%
}
\def\mainmatter{%
  \cleardoublepage
  \def\thechapter{\@arabic\c@chapter}
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \pagenumbering{arabic}
  \setcounter{secnumdepth}{6}
  \def\@chapapp{\chaptername}%
  \def\theHchapter{\arabic{chapter}}
  \def\thesection{\@arabic\c@section}
  \def\theHsection{\arabic{section}}
}
\def\backmatter{%
  \cleardoublepage
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \setcounter{secnumdepth}{2}
  \def\@chapapp{\appendixname}%
  \def\thechapter{\@Alph\c@chapter}
  \def\theHchapter{\Alph{chapter}}
  \appendix
}
\newenvironment{bibitemlist}[1]{%
   \list{\@biblabel{\@arabic\c@enumiv}}%
       {\settowidth\labelwidth{\@biblabel{#1}}%
        \leftmargin\labelwidth
        \advance\leftmargin\labelsep
        \@openbib@code
        \usecounter{enumiv}%
        \let\p@enumiv\@empty
        \renewcommand\theenumiv{\@arabic\c@enumiv}%
	}%
  \sloppy
  \clubpenalty4000
  \@clubpenalty \clubpenalty
  \widowpenalty4000%
  \sfcode`\.\@m}%
  {\def\@noitemerr
    {\@latex@warning{Empty `bibitemlist' environment}}%
    \endlist}

\def\tableofcontents{\section*{\contentsname}\@starttoc{toc}}
\parskip0pt
\parindent1em
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\newenvironment{reflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemsep}{0pt}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\itshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{sansreflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\itemsep}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\upshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{specHead}[2]%
 {\vspace{20pt}\hrule\vspace{10pt}%
  \phantomsection\label{#1}\markright{#2}%

  \pdfbookmark[2]{#2}{#1}%
  \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}%
  }{}
      \def\TheFullDate{2015-05-15 (revised: 15 May 2015)}
\def\TheID{\makeatother }
\def\TheDate{2015-05-15}
\title{Contact of Communal Ethical Practices and Personality Ethical Behavioral Organizational Job Pleasure}
\author{}\makeatletter 
\makeatletter
\newcommand*{\cleartoleftpage}{%
  \clearpage
    \if@twoside
    \ifodd\c@page
      \hbox{}\newpage
      \if@twocolumn
        \hbox{}\newpage
      \fi
    \fi
  \fi
}
\makeatother
\makeatletter
\thispagestyle{empty}
\markright{\@title}\markboth{\@title}{\@author}
\renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@
\belowdisplayskip \abovedisplayskip
\abovedisplayshortskip \z@ plus2\p@
\belowdisplayshortskip 4\p@ plus2\p@ minus2\p@
\def\@listi{\leftmargin\leftmargini
               \topsep 2\p@ plus1\p@ minus1\p@
               \parsep 2\p@ plus\p@ minus\p@
               \itemsep 1pt}
}
\makeatother
\fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm}
\fancyhf{} 
\setlength{\headheight}{14pt}
\fancyhead[LE]{\bfseries\leftmark} 
\fancyhead[RO]{\bfseries\rightmark} 
\fancyfoot[RO]{}
\fancyfoot[CO]{\thepage}
\fancyfoot[LO]{\TheID}
\fancyfoot[LE]{}
\fancyfoot[CE]{\thepage}
\fancyfoot[RE]{\TheID}
\hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true}
\fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}}

\date{}
\usepackage{authblk}

\providecommand{\keywords}[1]
{
\footnotesize
  \textbf{\textit{Index terms---}} #1
}

\usepackage{graphicx,xcolor}
\definecolor{GJBlue}{HTML}{273B81}
\definecolor{GJLightBlue}{HTML}{0A9DD9}
\definecolor{GJMediumGrey}{HTML}{6D6E70}
\definecolor{GJLightGrey}{HTML}{929497} 

\renewenvironment{abstract}{%
   \setlength{\parindent}{0pt}\raggedright
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
   \textcolor{GJBlue}{\large\bfseries\abstractname\space}
}{%   
   \vskip8pt
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
}

\usepackage[absolute,overlay]{textpos}

\makeatother 
      \usepackage{lineno}
      \linenumbers
      
\begin{document}

             \author[1]{Muhammad Tauqir Sultan  Shah}

             \author[2]{Ibrar  Khan}

             \author[3]{M.Yousaf  Raza}

             \author[4]{Dr. Muhammad Ismail  Ramay}

             \author[5]{Sajid  Shah}

             \affil[1]{  Federal Urdu University, Islamabad}

\renewcommand\Authands{ and }

\date{\small \em Received: 15 April 2015 Accepted: 4 May 2015 Published: 15 May 2015}

\maketitle


\begin{abstract}
        


Pakistan is facing numerous political and social problems as developing county. In past several years military dictatorship replaced by weak democracy which is again replace by military dictatorship.  It is ranked one of the top ten corrupted countries of the world. Very recently government which is a weak, unwilling and corrupt regime has brought down ethical standard to minimum and corrupt practices to a maximum. These practices were its shadow and impact on every social, economic and corporate sector. The purpose of this study was to measure impact of corporate ethical practices and individual behavior on organizational job satisfaction. 350 questionnaires were distributed among them 177 completed and useable questionnaire were received from employees and manager from different organization of capital territory of Pakistan. The association between variable was investigated and correlation, registration and factor analysis were performance.

\end{abstract}


\keywords{individual ethics, organizational ethics, organizational job satisfaction.}

\begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) 
\textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark}
\end{textblock*}

\begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) 
\textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}}
\end{textblock*}


\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
ccording to a survey of Transparency International, 2010, Pakistan was not rated very high on the formulation and implementation of ethical standards and is apparently corrupt public sector in the world. Ethical practices of organizations do play an important role among all stakeholders. The rising demand from stakeholders such as employees, customers, shareholders, and the society for corporations to act morally responsible way, can no longer be overlooked. Organizational ethics is not a new concept and have been investigated since 18 th century,  {\ref (Strategic Direction, 2002)}. Ethical practices of Organization and their leaders are crucial.\par
A positive employee perception toward their organizational ethical values leads to employee satisfaction \hyperref[b59]{(Koh and Boo, 2001;}\hyperref[b61]{Labs, 1997)}. Individual ethics also have substantial effects on the institutional performance, employee satisfaction, employee performance, and organizational commitment. However, consistency between organizational and individual ethics improves employee's satisfaction. Through ethical practices organizations get many advantages from their stakeholders like customer loyalty, employee satisfaction, stockholder attraction and the favor of government. Organizational ethics and individual ethics are important causes determining intra-organizational relationship and employee's perceptions  {\ref (Valentine.et al., 2011)}.\par
Examining the effects of organizational and individual ethics on employee satisfaction is an important research area. Study investigates individual's behavior when they face ethical issues in organizations. So, individual perception toward these ethical issues is the major considerations of recent research. However main objective of this study is to examine impacts of organizational and individual ethics on job satisfaction in local context. Such influences therefore, are tested, using a set of data collected from a sample of managers working in different local companies with reference to Pakistani context.\par
Employees perceived that their organization sustain moral behavior. This perception of employees thus, increases job satisfaction. Nevertheless, a little bit work has been done on this scenario in Pakistan. Therefore this study is conducted to fill this gap by examining such relationship and. In addition study also investigates the impact of individual ethics on job satisfaction. This study contributes body of knowledge to previous research in the same research era  {\ref (Trevino et al., 2006} {\ref , p.963, Elango. et al., 2010)}. Prior studies investigated the effects of organizational and individual ethics on ethical intention. Present study examines these effects on job satisfaction which add-up further contributions with previous study. \hyperref[b72]{Elc et al., (2009)} presented similar research model in which they observed impacts of three types of organizational ethical climate on job satisfaction. Previous literatures enable us to make clear understanding about the influences of these factors on employee satisfaction Study provides the managerial implications for top management, policy makers as well as government to enhance employee motivation through ethical practices in Pakistan. Findings of the study can be used to enhance organizational ethical practices, ethical decision making, and ethical activities of the leaders, which strongly influence employee's satisfaction.\par
The remaining sections of this study are arranged as follows: The subsequently section explains literature review and research hypotheses. The following sections include the methodology and statistical findings. The final section provides relevant discussion and managerial implications. 
\section[{II.}]{II.}\par
Literature Review \hyperref[b40]{Franken (1973)} has sketched two major hypothetical views in ethical dilemmas-that are known as deontological and teleological theories. Deontological perspective represents that "what is morally right'' is reliant upon the characteristics of behavior itself. On the other hand, the teleological viewpoint highlights the outcomes of a behavior, when evaluating whether the behavior is ethical. Therefore, a behavior is right, if it perceived for creating batter over bad that some other option and is unethical, if it does not do so.\par
Past researches show strong evidences that organizational ethics significantly influence job satisfaction (e.g.  {\ref Traynor, 1999 and Valentine, et al;}\hyperref[b102]{2011)}. This study looks at these associations by two important theories of ethics which have revealed ethics as "a process by which members of the society appraise their actions form a moral values view point". Cognitive dissonance theory" discusses all those efforts which are made to minimize individual differences in an environment  {\ref (Festinger, 1942)}. Some other researchers also defined same types of theories  {\ref (Heider, 1958;} {\ref Goetz man and Pales, 1997;} {\ref Gerald et al., 1998)}. Another point of view, often discussed in literature is the "justice theory" (Weiss, 2003) -distributive justice and procedural justice. This theory indicates that organizational justice affects employee's perception towards their job related behaviors. Distributive justice may best be represented of as a teleological thought of justice due to its focus on employee outcomes, whereas procedural justice is best known as deontological thought as of its focal point on the means of decisions making process \hyperref[b125]{(Viswesvaran et al., 1998)}.\par
According to \hyperref[b28]{Dailey \& Kirk (1992)}, both procedural and distributive justice strongly relate to employee satisfaction. \hyperref[b67]{Lind's (1992)} investigated that if an employee perceives his organization to be ethical, also likely perceived that he is fairly treated by his organization. These positive perceptions of employee's increase job satisfaction. Literatures indicate that ethical environment, organization support for ethical climate, and association between career success and moral behaviors have significant impact on job satisfaction. Study focuses on the impact of organizational ethics (top management support, ethical climate and relationship between career success and ethical behavior) and individual ethics on job satisfaction.\par
Job satisfaction is an attitude which employees show towards their organization and behave "what they like or dislike" on the job, \hyperref[b59]{(Koh \& Boo, 2001)}. According to \hyperref[b68]{Locke (1976)}  In organizations where higher authority provides adequate support for ethical behavior, employees are expected to respond positively to management decisions, even if those decisions are contrary to their determination of what is ethical \hyperref[b113]{(Trevino, 1986)} According to "cognitive dissonance theory", the in consistency between employee's behaviors and the ethical values of top management, do lead to lower job satisfaction. On the other hand "justice theory" described that fair management provide adequate support for ethical behavior of its employees, this will result higher job satisfaction (Clay-Warner et al., 2005). Festinger, (1942), \hyperref[b34]{Dozier \& Miceli (1985)}  \hyperref[b99]{Schwepker (1999)}, investigated that top management support for ethical behavior is positively influences job satisfaction. As \hyperref[b59]{Koh et al., (2001)} postulated in a survey that ethical behaviors of top management positively influence employee satisfaction. Thus, hypothesis is proposed to test whether management support for moral behavior has any influence on the job satisfaction of Pakistani managers: H2: Top management support for ethical behavior has significant impact on job satisfaction Lufthansa and Stajkovic's (1999) conducted an empirical research on the bases of reinforcement theory. There study examined that there are three types of reinforcement factors such as: money, feedback and social recognition which encourage individual behavior. Therefore, in an institution where moral behaviors are closely connected with career success, the ethical behaviors of employees are strengthened. As the organization recognizes ethical practices, provides fair reward system and ethical career opportunities which does match with those intrinsically valued by employees, this will result greater job satisfaction. Cognitive dissonance theory also revealed that if organizations reinforce unethical behaviors, the result is definitely lower job satisfaction.\par
Correspondingly, from the justice theory view point, if organization do not promote or reward those employees who do not compromise their ethical values, will feel impatience that leads to lower the job satisfaction. According to  {\ref Vitel and Davis (1990b)} and  {\ref Viswesvaran and Deshpande (1996)} there is positive association between ethical behavior \& job satisfaction. Schwepker (1999) also revealed that there is positive relationship between moral behavior and career success. Furthermore, \hyperref[b59]{Koh et al., (2001)} has proved that relations among ethical behaviors and career success increase employee satisfaction.\par
Based on literature, the study conjures up a hypothesis, a positive relationship between organizational ethics and job satisfaction is probable. That is, stronger organizational ethical behaviors are anticipated to be linked with job satisfaction.\par
H3: Higher the organizational ethical behavior and career success, higher will be the job satisfaction. 
\section[{IV.}]{IV.} 
\section[{Individual Ethics}]{Individual Ethics}\par
Individual ethic is separate philosophy from business ethic which reveals that individual believes about morality, "right or wrong''. Individual ethics play pivotal role in human personal as well as official life. Individual ethics are based on environmental factors and may be derived from parents, grandparents, friends, colleagues, societies or cultures. \hyperref[b88]{Posner and Schmidt (1993)} revealed "value congruencies" for both individual, and organization, he proved that consistency between individual ethics and organizational ethics has positive impact on ethical decision making which increases job satisfaction, but individual's value effects strongly. Adkins et al., (1996) also investigated that "Value congruence" positively influences employee's satisfaction. Individuals have their own values, norms, believes, and attitudes that are influenced by culture, religious, and environmental forces. These forces affect their choice of perceptions. Values have attained much attention of researchers because, these direct to positive behavior which may or may not obey the rules of ethical standards of an organization \hyperref[b82]{(Ostrowsky et al., 2009;}\hyperref[b114]{Trevin?o et al., 2006;} {\ref )} According to  {\ref Sims and Kroeck (1994)}; and Sims \& Keon (1997), that individual prefers high ethical congruence, while Ambrose et al.,  {\ref (2008)} examined that these congruencies positively influence employee satisfaction. Individual ethical values are important element that strongly influences employee's productivity as well as organizational performance \hyperref[b95]{(Schein, 2004)}. A study describes that values also affect employee satisfaction \hyperref[b116]{(Valentine et al., 2002;}\hyperref[b118]{Watrous et al., 2006}\hyperref[b20]{Cazier et al., 2006}\hyperref[b1]{Alas, 2009)}. According to Liedtka (1988) ''value congruence'' refers to as internal consistency of person's and institutional values. Liedtka emphasized to resolve the internal difference, either difference to the individual or difference between person and institution. Individuals with strong internal consistency are more determined to resolve ethical conflict and to make ethical decisions than individual with less internal consistency. Schwpker, (1999) investigated that generally employees do not like inconsistency between their personal moral value and organizational values. H4: There is positive relationship between individual ethic and job satisfaction.\par
V. 
\section[{Methodology a) Research Sample}]{Methodology a) Research Sample}\par
The sample of the study was taken from Ph.Ds and M.Phil scholars enrolled management sciences department at two major institutions in Pakistan. They are working full-time in public and private sector Descriptive statistics (Mean and S.D) are used to build up abstract of the respondents and to sum up the variables. Also, reliability coefficients are calculated to check consistency of individual ethics, and organizational ethics, to job satisfaction. To better understand the associations among the variables; correlation analysis is carried out to generate the correlation matrix. Lastly, to measure hypotheses, regression analysis is used. 
\section[{VI.}]{VI.} 
\section[{Measurement}]{Measurement}\par
To measure individual ethical behaviors study follows that \hyperref[b85]{Peters (1972)} scale (with some minor changes) that has been developed to observe value and attitude, concerning social responsibility. Modified Peter's scale has been used by \hyperref[b84]{Paul et al., (1997)} and Meager \& Schuyte (2005) to measure individual ethical attitudes in organizations. This study made some minor changes in modified scale by  {\ref Elango et al., (2010)}. Since the main aims of the present research were toward individual's ethical behavior in business market with reference to Pakistan. Many of original scale items were deleted to put emphasis on local business situation of recent survey, resulting in a scale with 9 questions. The cronbach, s alpha is 0.71. All items were keep on a 5-point lykert scale, range from 1=''Extremely Disagree'' to 5 = ''Extremely Agree,''.\par
Three items included to measured top management proceedings towards ethical practices, designed by  {\ref Hunt et al., (1984)}. The reliability of these three item s is 0.833. Similarly study adapted three items (out of seven) to measure relationship between career success and ethical behavioral by sing scale, developed by  {\ref Hunt et al., (1984)}, which was further modified by  {\ref Elango et al., (2010)}. Only small changes we have made in these scales due to cultural differences. The alpha for these three items is .789. Third component of organizational ethics; ethical climate was measured in terms of Egoistic, benevolent and principled. Items to measure three components of ethical climate were adapted from original ethical climate scale designed by \hyperref[b26]{Cullen et al., (1993)}, which was adapted by  {\ref Elango et al., (2010)}. Only 8 items were included after little modifications. The alpha is 0.806. All items were measured on five point scale, ranging from "Extremely disagree" to "Extremely agree".\par
Four dimensions (supervision, compensations, promotion and, colleague's behaviors) of job satisfaction were measured by using scales developed by various research scholars \hyperref[b117]{(Vitel \& Davis, 1990} registered as scholars, as was the case with this sample. In order not to sensitize the scholar to the exact temperament of the research topic, rather we informed that the aim of this study was to get ''the judgment of administration and management on organizational ethical behavior for a research scheme on ethical decision making by the organizations.'' The respondents were informed that the data is confidential and assured promised that the study data would only be used for educational research. Nevertheless, the constraints of such agreement were that we could not investigate for non-response bias. Sample demographic data, is presented in table1.\par
scale series from 1=: extremely disagree" to "5=extremely agree" which has been adapted by different researchers The alpha is 0.825.This study used SPSS 18.0 to calculate the mean, standard deviation, cronbach,s, alpha and hierarchical regression models to confirm hypothesized associations.  
\section[{Table-2 explains descriptive statistic and correlation between variables designed in this study.}]{Table-2 explains descriptive statistic and correlation between variables designed in this study.}\par
There is a positive and significant relationship (r = .226, p<.01) between the Top management support and job satisfaction. There is a positive but insignificant relationship (r = .143, p >.01) between ethical climate and job satisfaction. Career success and ethical behavior have positive and significant correlation (r = 0.300, p <.01) with job satisfaction. Similarly relationship between individual ethics and job satisfaction is also positive and significant (r = 0.334, p < 0.01). Likewise, the independent and dependent variable were somewhat correlated with each other and with demographic variable. The impact of demographic factors on job satisfaction was examined by regression analysis. The values of R 2 in table  {\ref 5} shows that 3.8\% of the variation in job satisfaction is accounted for by the demographic factors with (F=22.7\%, p<0.081). Beta values of 0.203 (p<0.01) shows that there is a positive and significant impact of age on job satisfaction. Similarly, beta values of 0.205 (p<0.748) show that there is a positive but not significant impact of gender on job satisfaction, while, beta values of -0.033 (p<0.672) show that there is a negative but not significant impact of duration on job satisfaction.   {\ref (1998)}. They observed that this types of result might have been recognized to cultural dissimilarities. The authors speculated that the in significant results might have been attributed to cultural differences as the fundamental descriptions were based on the literature from American samples. It is possible that the Pakistani managers are accepting the ethical decisions of top management more passively than other managers.\par
Similarly, beta values of 0.231 (p<0.01) shows that there is a positive \& significant impact of ethical climate on job satisfaction. Result supports our hypothesis 1. Beta values of 0.087 (p<0.07) shows that there is a positive but not significant impact of association between career success and ethical behavior on job satisfaction \hyperref[b59]{(Koh et al., 2001)}. Our last hypothesis, individual ethics strongly influence job satisfaction, is proved with a beta value of 0.132(p<0.005) which shows positive and significant relationship between job satisfaction and individual ethics \hyperref[b116]{(Valentine et al., 2002;}\hyperref[b118]{Watrous et al., 2006}\hyperref[b20]{Cazier et al., 2006}\hyperref[b1]{Alas, 2009)}. 
\section[{VII.}]{VII.} 
\section[{Discussion and Conclusions}]{Discussion and Conclusions}\par
In an environment where organizations are facing ethical issues, their ethical practices play an important role with respect to all stakeholders. This study is conducted to examine influences of individual and, organizational ethic on job satisfaction. In spite of ethics significance, this is the first study with respect to local context that efforts to recognize associations of employee's behavior with ethical practice and individual ethical behavior.\par
Result stated that there is a negative and insignificant relationship between top management support for ethical behavior and job satisfaction. Such relations have been founded by the study of \hyperref[b125]{Viswesvaran et al. (1998)}. They observed that this types of result might have been recognized to cultural dissimilarities. The authors speculated that the insignificant results might have been attributed to cultural differences as the fundamental descriptions were based on the literature from American samples. It is possible that the Pakistani managers are accepting the ethical decisions of top management more passively than other managers.\par
This study holds up a strong positive correlation as founded between the top management support for ethical behavior, association between career success and ethical behavior and individual ethical behaviors with job satisfaction. The results revealed that stronger the individual ethics, top management support for ethical behavior and relationship between careers success and ethical behavior, higher will be the job satisfaction. Therefore our three hypotheses: H1, H3 and H4 are accepted due to significant positive associations founded by the result. Result does not support hypothesis 2 because of negative relationship. Thus, the findings of this study mirror those of Adkins et al.,  {\ref (1996)}  As individual ethics literature propose one potential enlightenment for this result could be that, when employees have strong ethical value, they are likely to think about their relationship with their ethical organization in terms of societal exchange rather than monetary exchange and they are possibly to give in return by helping the organization in a variety of ways (Organ, 1990). Thus, individual ethical behavior promotes going above and beyond the call of duty and job satisfaction. The recent results also authenticate the previous conclusions of  {\ref Joseph \& Deshpanday (1997)}.\par
From literature review, it can be seen that organizational ethics influence job satisfaction which in turn encourage positive job attitudes.\par
This study adds the body of knowledge in business ethics in two ways. First, the proven linkage between organizational, individual ethics and job satisfaction point out that business ethics care about moral concerns. Many of the respondents make an attempt to notify the reality and assist their organizations to make moral judgment. Second, the quantitative data representing reasons of ethical differences that would be excellent resources from which additional research can be made. The results of this research propose a contributory association between an organizational, individual ethics, and job satisfaction. Eventually, these facts recommend that how to resolve ethical differences and further ethical practice in organizations. These conclusions demonstrated that ethical problems which practitioners face in organizations are frequent. More than fifty percent of the respondents responded that they have suffered ethical variances in their organizations. They indicated that job satisfaction was strongly influenced by ethical grief in organizations. The consequences showed that the ethical issue needs to be critically addressed in institutions generally and in at Pakistan specifically. 
\section[{VIII. Limitations and Future Research}]{VIII. Limitations and Future Research}\par
Recent research has some restrictions due to the cultural factors, purposes of research, geographic factors, and business environment related issues. Sample of the study used MS, phd scholars with managerial acquaintance and significant national coverage as a substitute to confine genuine ethical employee's attitudes. Despite the fact that the using MS, PhD scholars as sample, was reliable in earlier literatures for investigative survey such as this one. Scholars in classrooms are expected to imitate on moral concerns more intentionally than they may in genuine administrative observations or to convey imprecise answers due to societal reactions bias.\par
The present research paid attention on national business ethical matters. Whereas the national setting, its cultural background, customs, and traditions of the nation have larger collisions outside the classroom surroundings which could ever repeat. Since, this research sample was small therefore, a prudent and comprehensive study framework was required, restricting the addition of probable determinants recognized in existing researches,  {\ref (Ford \& Richaedson (1994} For further investigations, a more purposeful research will be helpful. In addition, the degree to which, job satisfaction is linked with individual and organizational ethical behavior match to real ethical behavior, is not easy to judge. Therefore, research designed specially at this question is required to move this matter further ahead. Additional variables that could affect job satisfaction such as ethics training programs, religious and organizational ethics, should be added in future researches. Future research might be conducted on moderating variable such as leadership or demographic as age, gender, income or mediating factors. Future research should also examine mediating role of job satisfaction by adding employee's outcome, such as turnover intention, organizational commitment etc. In addition this research can be conducted in other context to examine these relationships.  \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-2.png}
\caption{\label{fig_0}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-3.png}
\caption{\label{fig_1}Pay?A}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.85\textwidth}}
Year 2015\\
Volume XV Issue X Version I\\
( )\\
Global Journal of Management and Business Research\end{longtable} \par
 
\caption{\label{tab_1}A}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_2}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.05948081264108352\textwidth}P{0.6901053423626787\textwidth}P{0.05756207674943567\textwidth}P{0.042851768246802105\textwidth}}
\tabcellsep \multicolumn{3}{l}{Contact of Communal Ethical Practices and Personality Ethical Behavioral Organizational Job Pleasure}\\
\tabcellsep \multicolumn{2}{l}{organizations and having greater than one years of job}\\
\tabcellsep \multicolumn{2}{l}{experience. Students in management and business}\\
\tabcellsep \multicolumn{2}{l}{administration programs have been presented as}\\
\tabcellsep \multicolumn{2}{l}{alternative to indicate management views in many past}\\
\tabcellsep \multicolumn{2}{l}{studies (Bekun et al., 2005; Vitel \& Hidalgo, 2006)}\\
\tabcellsep \multicolumn{2}{l}{because they have an assured degree of personal}\\
\tabcellsep \multicolumn{2}{l}{maturity, life familiarity, and work know-how. Literature}\\
\tabcellsep \multicolumn{2}{l}{has shown that these scholars can provide efficiently as}\\
\tabcellsep \multicolumn{2}{l}{substitute in managerial decision-making, behavioral,}\\
\tabcellsep \multicolumn{2}{l}{marketing research and in consumer behavior studies}\\
\tabcellsep \multicolumn{2}{l}{respectively (Ramous, 1986; Khera \&Benson, 1970;}\\
\tabcellsep \multicolumn{2}{l}{Burnett \& Dune, 1986; Ennis et al., 1972). In fact, Ph Ds}\\
Year 2015\tabcellsep \multicolumn{2}{l}{Organizational Ethical Behavior: and M. Phil scholars frequently have management experience and are working as managers even they are}\\
28\tabcellsep \tabcellsep 1. Top Management Support 2. Ethical Climate\tabcellsep Job Satisfaction\\
Volume XV Issue X Version I\tabcellsep \multicolumn{2}{l}{Demographic factors Gender: Male 3. Carrier Associated between Percentage 92.00\% Success \& Ethical Behavior Individual Ethical Behavior}\\
( ) A\tabcellsep Female Age:\tabcellsep 08.00\%\\
Global Journal of Management and Business Research\tabcellsep 20>30 30>40 40>60 Experience: 01>02 02>05\tabcellsep 55.15\% 39.70\% 05.15\% 41.18\% 49.26\%\\
\tabcellsep \tabcellsep \tabcellsep fourth dimension comprises four items measured on a\\
\tabcellsep © 2015 Global Journals Inc. (US) 1\tabcellsep \end{longtable} \par
 
\caption{\label{tab_3}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.3381318681318681\textwidth}P{0.08593406593406594\textwidth}P{0.08406593406593406\textwidth}P{0.17560439560439559\textwidth}P{0.10835164835164834\textwidth}P{0.0018681318681318681\textwidth}P{0.00934065934065934\textwidth}P{0.04296703296703297\textwidth}P{0.0018681318681318681\textwidth}P{0.0018681318681318681\textwidth}}
Variables\tabcellsep Mean\tabcellsep S.D\tabcellsep 1\tabcellsep 2\tabcellsep 3\tabcellsep 4\tabcellsep 5\tabcellsep 6\tabcellsep 7\\
1.Age\tabcellsep 1.3842\tabcellsep .56345\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
2.Duration\tabcellsep 1.7966\tabcellsep .86825\tabcellsep .219 **\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
3.Top management support\tabcellsep 3.2900\tabcellsep .91287\tabcellsep .191 *\tabcellsep .015\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
4.Ethical climate\tabcellsep 3.1172\tabcellsep .68804\tabcellsep -.015\tabcellsep \multicolumn{2}{l}{-.035 .162 *}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
5.Career success \& ethical behavior\tabcellsep 3.4821\tabcellsep .85048\tabcellsep -.100\tabcellsep \multicolumn{3}{l}{.034 .310 ** .552 **}\tabcellsep \tabcellsep \tabcellsep \\
6.Individual ethics\tabcellsep 3.0094\tabcellsep .63717\tabcellsep -.061\tabcellsep \multicolumn{3}{l}{-.031 .264 ** .503 **}\tabcellsep .636 **\tabcellsep \tabcellsep \\
7.Job satisfaction\tabcellsep 3.3125\tabcellsep .62321\tabcellsep \multicolumn{3}{l}{-.219 ** .172 * .226 **}\tabcellsep .143\tabcellsep \multicolumn{2}{l}{.300 ** .334 **}\tabcellsep \\
**. Correlation is significant at the 0.01.\tabcellsep \tabcellsep \tabcellsep \multicolumn{5}{l}{*. Correlation is significant at the 0.05.}\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_4}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.5409090909090909\textwidth}P{0.07727272727272727\textwidth}P{0.04755244755244755\textwidth}P{0.04160839160839161\textwidth}P{0.14265734265734267\textwidth}}
R2= 0.038\tabcellsep Î?"R2 = 0.038\tabcellsep F 2.277,\tabcellsep df = 3,\tabcellsep sig of F changes p=0.081\\
\multicolumn{3}{l}{Note: SE= Standard error; ?= Standardized beta}\tabcellsep \tabcellsep \\
\multicolumn{3}{l}{Job satisfaction= dependent variable}\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_5}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.6724899598393573\textwidth}P{0.04437751004016064\textwidth}P{0.030722891566265058\textwidth}P{0.023895582329317266\textwidth}P{0.0785140562248996\textwidth}}
\multicolumn{2}{l}{Dependent Variable: JS}\tabcellsep \tabcellsep \tabcellsep \\
R2= 0.120\tabcellsep Î?"R2 = 0.120\tabcellsep F =5.847,\tabcellsep df = 4,\tabcellsep sig of F changes p=0.00\\
\multicolumn{3}{l}{Note: SE= Standard error; ?= Standardized beta}\tabcellsep \tabcellsep \\
\multicolumn{4}{l}{The statistical analysis used for testing four}\tabcellsep \\
\multicolumn{4}{l}{hypotheses, is based on stepwise hierarchical}\tabcellsep \\
\multicolumn{2}{l}{regression models as shown in}\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_6}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.2561135371179039\textwidth}P{0.0408296943231441\textwidth}P{0.0816593886462882\textwidth}P{0.08722707423580786\textwidth}P{0.1002183406113537\textwidth}P{0.11320960698689957\textwidth}P{0.1707423580786026\textwidth}}
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Year 2015\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep 29\\
Model (Const) Age Gender Duration\tabcellsep SE .207 .086 .119 .056\tabcellsep ? .203 .025 -.033\tabcellsep T 14.473 2.597 .322 -.424\tabcellsep Sig. .000 .010 .748 .672\tabcellsep \tabcellsep Volume XV Issue X Version I ( )\\
\multicolumn{2}{l}{Model Top management support (Const) Ethical climate Career success \& ethical behavior Individual ethics}\tabcellsep SE .269 .060 .090 .071 .075\tabcellsep ? -.028 .231 .087 .132\tabcellsep T 7.869 -.312 2.309 .888 1.720\tabcellsep Sig. .000 .755 .010 .076 .005\tabcellsep Global Journal of Management and Business Research\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep © 2015 Global Journals Inc. (US)\end{longtable} \par
  {\small\itshape [Note: AContact of Communal Ethical Practices and Personality Ethical Behavioral Organizational Job Pleasure independent variable with (F=58.47\%, p<0.001). Beta values of.-0.028 (p<0.755) shows that there is a negative and insignificant association between job satisfaction and top management support for ethical behavior. So our second hypothesis is rejected by the result. Such relations have been founded by the study ofViswesvaran et al.  ]} 
\caption{\label{tab_7}Table 4 .}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_8}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.7954810495626822\textwidth}P{0.009912536443148687\textwidth}P{0.012390670553935858\textwidth}P{0.024781341107871717\textwidth}P{0.0074344023323615165\textwidth}}
\multicolumn{4}{l}{References Références Referencias}\tabcellsep \\
subordinate\tabcellsep work\tabcellsep value\tabcellsep congruence\tabcellsep and\\
\multicolumn{5}{l}{IX. subordinate performance: a pilot study', journal of Appendix -Measurement of Constructs Job Satisfaction business and psychology 12(2), 205-217. Global Journal of Management and Business Research Volume XV Issue X Version I Year ( ) A 2015}\\
\multicolumn{2}{l}{© 2015 Global Journals Inc. (US) 1}\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
  {\small\itshape [Note: 1]} 
\caption{\label{tab_9}?}\end{figure}
 			\footnote{© 2015 Global Journals Inc. (US)} 			\footnote{© 2015 Global Journals Inc. (US) 1} 		 		\backmatter  			  				\begin{bibitemlist}{1}
\bibitem[Dordrecht and Netherlands]{b64}\label{b64} 	 		\textit{},  		 			Dordrecht 		,  		 			Netherlands 		.  		kluwer academic publishers.  	 
\bibitem[Dailey and Kirk ()]{b28}\label{b28} 	 		\textit{},  		 			R C D J Dailey 		,  		 			Kirk 		.  		1992.  	 	 (distributive and procedural justice as antecedents of job) 
\bibitem[Traynor ()]{b112}\label{b112} 	 		\textit{},  		 			M Traynor 		.  	 	 		\textit{Vanderbilt law review}  		1999. 52 p. .  	 
\bibitem[Meijer and Schuyte ()]{b77}\label{b77} 	 		\textit{},  		 			Meijer 		,  		 			Schuyte 		.  	 	 		\textit{business and society}  		2005. 44  (4)  p. .  	 
\bibitem[Mulki et al. ()]{b80}\label{b80} 	 		\textit{},  		 			J Mulki 		,  		 			W Jaramillo 		,  		 			Locander 		.  	 	 		\textit{journal of business ethics}  		2009. 86  (2)  p. .  	 
\bibitem[Festinger]{b38}\label{b38} 	 		‘1942, 'a theoretical interpretation of shifts in level of aspiration’.  		 			Festinger 		.  	 	 		\textit{psychological review}  		49 p. .  	 
\bibitem[Trevino ()]{b111}\label{b111} 	 		‘A qualitative investigation of perceived executive ethical leadership: perceptions from inside and outside the executive suite’.  		 			L K Trevino 		,  		 			.P 		.  	 	 		\textit{Human relations}  		2003. 56 p. .  	 
\bibitem[Mathieu and Zajac ()]{b71}\label{b71} 	 		‘A review and meta-analysis of antecedents, correlates and consequences of organizational commitment’.  		 			J E Mathieu 		,  		 			D M Zajac 		.  	 	 		\textit{Psychological bulletin}  		1990. 108  (2)  p. .  	 
\bibitem[Loe et al. ()]{b69}\label{b69} 	 		‘A review of empirical studies assessing ethical decision making in business’.  		 			T W Loe 		,  		 			Ferrell 		,  		 			P Mansfield 		.  	 	 		\textit{Journal of business ethics}  		2000. 25 p. .  	 
\bibitem[O'fallon and Butterfield ()]{b83}\label{b83} 	 		‘a review of the empirical ethical decision-making literature’.  		 			. J K D O'fallon 		,  		 			Butterfield 		.  	 	 		\textit{journal of business ethics}  		2005. 1996-2003. 59  (4)  p. .  	 
\bibitem[Caciope et al. ()]{b19}\label{b19} 	 		‘a survey of manager's perceptions of corporate ethics and social responsibility and actions that may affect companies' success’.  		 			R Caciope 		,  		 			Forster 		,  		 			Fox 		.  	 	 		\textit{journal of business ethics}  		2008. 82  (3)  p. .  	 
\bibitem[Meglino and Ravlin]{b75}\label{b75} 	 		‘Adkins: 1989, 'a work values approach to corporate culture: a field test of the value congruence process and its relationship to individual outcomes’.  		 			B M Meglino 		,  		 			E C Ravlin 		,  		 			CL 		.  	 	 		\textit{journal of applied psychology}  		74 p. .  	 
\bibitem[Meglino and Ravlin]{b76}\label{b76} 	 		\textit{Adkins: 1992, 'the measurement of work value congruence: a field study comparison},  		 			B M Meglino 		,  		 			E C Ravlin 		,  		 			CL 		.  		18 p. .  	 
\bibitem[Burnett and Dunne ()]{b17}\label{b17} 	 		‘an appraisal of the use of student subjects in marketing research’.  		 			J J P M Burnett 		,  		 			Dunne 		.  	 	 		\textit{journal of business research}  		1986. 14  (4)  p. .  	 
\bibitem[Jones and Kavanagh ()]{b56}\label{b56} 	 		‘an experimental examination of the effects of individual and situational factors on unethical behavioral intentions in the workplace’.  		 			G Jones 		,  		 			Kavanagh 		.  	 	 		\textit{journal of business ethics}  		1996. 15 p. .  	 
\bibitem[Posner]{b89}\label{b89} 	 		\textit{And r. I. Westwood: 1995, 'a crosscultural investigation of the shared values relationship', international journal of value-based management},  		 			B Z Posner 		.  		8 p. .  	 
\bibitem[Labs ()]{b61}\label{b61} 	 		\textit{Aristotle's advice for business success},  		 			J J Labs 		.  		1997. 76 p. .  	 
\bibitem[Ostrowsky et al. ()]{b82}\label{b82} 	 		‘assessing elements of corporate governance: a suggested approach’.  		 			J A Ostrowsky 		,  		 			. M Leinicke 		,  		 			W M Kingman 		,  		 			Rexroad 		.  	 	 		\textit{CPA journal}  		2009. 79  (2)  p. .  	 
\bibitem[Trevin?o et al. ()]{b114}\label{b114} 	 		‘behavioral ethics in organizations: a review’.  		 			L K Trevin?o 		,  		 			. R Weaver 		,  		 			S J Reynolds 		.  	 	 		\textit{journal of management}  		2006. 32  (6)  p. .  	 
\bibitem[Hian ChyeKoh Alfred h. Y. ()]{b46}\label{b46} 	 		‘Boo (2001) the link between organizational ethics and job satisfaction: a study of managers in Singapore’.  	 	 		\textit{journal of business ethics}  		Hian ChyeKoh Alfred h. Y. (ed.)  		2001. 29 p. .  	 
\bibitem[Hochwarter et al.]{b48}\label{b48} 	 		‘Braymer: 1999, 'job satisfaction and performance: the moderating effects of value attainment and affective disposition’.  		 			W A Hochwarter 		,  		 			. L Perrine 		,  		 			. R Ferns 		,  		 			RA 		.  	 	 		\textit{journal of vocational behavior}  		54  (2)  p. .  	 
\bibitem[Bahaudin and Mujtaba ()]{b5}\label{b5} 	 		‘Business Ethics Perceptions of Public and Private Sector Respondents in Pakistan’.  		 			G Bahaudin 		,  		 			Mujtaba 		.  	 	 		\textit{Asian Journal of Business Ethics}  		2010. Springer.  	 
\bibitem[Hunt and Wood]{b51}\label{b51} 	 		‘Chonko: 1989, 'corporate ethical values and organizational commitment in marketing’.  		 			S D Hunt 		,  		 			V R Wood 		,  		 			.B 		.  	 	 		\textit{journal of marketing}  		53  (3)  p. .  	 
\bibitem[Paul et al. ()]{b84}\label{b84} 	 		‘Consumer sensitivity to corporate social performance’.  		 			K Paul 		,  		 			. M Zalka 		,  		 			Downes 		,  		 			S Perry 		,  		 			Friday 		.  	 	 		\textit{business and society}  		1997. 36  (4)  p. .  	 
\bibitem[Godkin and Fleischman ()]{b102}\label{b102} 	 		‘corporate ethical values, group creativity, job satisfaction and turnover intention: the impact of work context on work response’.  		 			SeanValentine 		,  		 			Lynn Godkin 		,  		 			Gary M Fleischman 		.  	 	 		\textit{journal of business ethics}  		2011. 2011. roland kid well p. .  	 
\bibitem[Weaver et al. ()]{b119}\label{b119} 	 		‘corporate ethics programs as control systems: influences of executive commitment and environmental factors’.  		 			G R Weaver 		,  		 			. K Trevin?o 		,  		 			P L Cochran 		.  	 	 		\textit{academy of management journal}  		1999. 42  (1)  p. .  	 
\bibitem[Corruption Perceptions Index (2009)]{b130}\label{b130} 	 		\textit{Corruption Perceptions Index},  		 International: 2010.  		 \url{ttp://www.transparency.-org/policy\textunderscore research/surveys\textunderscore indices/cpi/2009,acce-ssed}  		2009. October 10. 2010.  	 
\bibitem[Victor]{b123}\label{b123} 	 		‘Cullen: 1987, 'a theory and measure of ethical climate in organizations’.  		 			J B Victor 		.  	 	 		\textit{research in corporate social performance and policy},  				 			. C Frederick 		 (ed.)  		jai press. p. .  	 	 (Greenwich ct) 
\bibitem[Hofstede ()]{b49}\label{b49} 	 		\textit{culture's consequences: comparing values, behaviors, institutions and organizations across nations},  		 			G Hofstede 		.  		2002. 2.  	 	 (nd edition (sage publications, thousand oaks, ca) 
\bibitem[Bass ()]{b7}\label{b7} 	 		\textit{Current developments in transformational leadership: research and applications. The psychologist manager journal},  		 			B M Bass 		.  		1999. 3 p. .  	 
\bibitem[Cranny and Stone ()]{b24}\label{b24} 	 		‘Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences’.  		 			Smith \& Cranny 		,  		 			Stone 		.  	 	 		\textit{Human Resource Management Review}  		Weiss, H. M (ed.)  		1992. 2002. 12 p. 174.  	 
\bibitem[Brief ()]{b14}\label{b14} 	 		‘Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences’.  		 			Brief 		.  	 	 		\textit{Human Resource Management Review}  		Weiss, H. M. (ed.)  		1998. 2002. 12 p. 174.  	 
\bibitem[Viswesvaran]{b124}\label{b124} 	 		‘Deshpande: 1996, 'ethics, success and job satisfaction: a test of dissonance theory in India’.  		 			S P Viswesvaran 		.  	 	 		\textit{journal of business ethics}  		15  (10)  p. .  	 
\bibitem[Joseph]{b57}\label{b57} 	 		\textit{Deshpande: 1997, 'the impact of ethical climate on job satisfaction of nurses', health care management review},  		 			J Joseph 		,  		 			SP 		.  		22 p. .  	 
\bibitem[Roman ()]{b93}\label{b93} 	 		‘determinants and consequences of ethical behavior: an empirical study of salespeople’.  		 			S Roman 		,  		 			JL 		.  	 	 		\textit{European journal of marketing}  		2005. 39 p. .  	 
\bibitem[Delaney and Sockell ()]{b31}\label{b31} 	 		‘Do company ethics training programs make a difference? An empirical analysis’.  		 			J T Delaney 		,  		 			D Sockell 		.  	 	 		\textit{journal of business ethics}  		1992. 11  (9)  p. .  	 
\bibitem[Bass ()]{b6}\label{b6} 	 		‘Does the transactionaltransformational leadership paradigm transcend organizational and national boundaries?’.  		 			B M Bass 		.  	 	 		\textit{American psychologist}  		1997. 52  (2)  p. .  	 
\bibitem[Cazier et al. ()]{b20}\label{b20} 	 		‘ebusiness differentiation through value-based trust’.  		 			J A Cazier 		,  		 			. B Shao 		,  		 			R D St 		,  		 			Louis 		.  	 	 		\textit{information \& management}  		2006. 43  (6)  p. .  	 
\bibitem[Leigh et al. ()]{b62}\label{b62} 	 		‘effects of perceived organizational factors on role stress-job attitude relationships’.  		 			J H Leigh 		,  		 			. H Lucas 		,  		 			R W Woodman 		.  	 	 		\textit{journal of management}  		1988. 14 p. .  	 
\bibitem[Ferrell and Skinner ()]{b37}\label{b37} 	 		‘Ethical behavior and bureaucratic structure in marketing research organizations’.  		 			O K Ferrell 		,  		 			S J Skinner 		.  	 	 		\textit{Journal of marketing research}  		1988. 25  (1)  p. .  	 
\bibitem[Woodbine ()]{b127}\label{b127} 	 		\textit{ethical climate types and job satisfaction: study of chinese financial institutions', international review of business research papers},  		 			G F Woodbine 		.  		2006. 2 p. .  	 
\bibitem[Schwepker ()]{b100}\label{b100} 	 		‘ethical climate's relationship to job satisfaction, organizational commitment and turnover in the sales force’.  		 			J R Schwepker 		,  		 			.H 		.  	 	 		\textit{journal of business research}  		2001. 54  (1)  p. .  	 
\bibitem[Valentine et al. ()]{b116}\label{b116} 	 		‘ethical context, organizational commitment, and personorganization fit’.  		 			Valentine 		,  		 			M Godkin 		,  		 			Lucero 		.  	 	 		\textit{journal of business ethics}  		2002. 41 p. .  	 
\bibitem[Trevino ()]{b113}\label{b113} 	 		\textit{ethical decision making in organizations: a person-situation interactions model},  		 			L K Trevino 		.  		1986. 11 p. .  	 
\bibitem[Ford and Richardson ()]{b39}\label{b39} 	 		‘ethical decision-making: a review of the empirical literature’.  		 			R C W D Ford 		,  		 			Richardson 		.  	 	 		\textit{journal of business ethics}  		1994. 13  (3)  p. .  	 
\bibitem[Brown et al. ()]{b16}\label{b16} 	 		\textit{Ethical leadership: a social learning perspective for constructs development and testing. Organizational behavior and human decision process},  		 			M E Brown 		,  		 			L K Trevino 		,  		 			D A Harrison 		.  		2005. 97 p. .  	 
\bibitem[Valentine and Barnett ()]{b120}\label{b120} 	 		\textit{ethics code awareness, perceived ethical values, and organizational commitment', journal of personal selling \& sales management},  		 			Valentine 		,  		 			Barnett 		.  		2003. 23 p. .  	 
\bibitem[Ciula ()]{b25}\label{b25} 	 		\textit{Ethics, the heart of leadership},  		 			J Ciula 		.  		2004.  	 	 (Pager publishers) 
\bibitem[Vandenberg ()]{b122}\label{b122} 	 		‘Examining the causal order of job satisfaction and organizational commitment’.  		 			R J Vandenberg 		,  		 			.E 		.  	 	 		\textit{Journal of management}  		1992. 18  (1)  p. .  	 
\bibitem[Franken and George Jones (ed.) ()]{b40}\label{b40} 	 		 			W K Franken 		.  		\textit{contemporary management},  				 			George,  			G R Jones 		 (ed.)  		 (Englewood cliffs, nj; New York)  		1973. 2006.  	 	 (fourth edition) 
\bibitem[Black et al. ()]{b12}\label{b12} 	 		\textit{Global explorers: the next generation of leaders},  		 			S Black 		,  		 			Morrison 		,  		 			H Gregersen 		.  		1999. New York: Routledge.  	 
\bibitem[Remus ()]{b92}\label{b92} 	 		‘graduate students as surrogates for managers in experiments on business decisionmaking’.  		 			W Remus 		.  	 	 		\textit{journal of business research}  		1986. 14  (1)  p. .  	 
\bibitem[Ferrell]{b36}\label{b36} 	 		‘Gresham: 1985, 'a contingency framework for understanding ethical decisionmaking in marketing’.  		 			O C Ferrell 		.  	 	 		\textit{journal of marketing}  		49  (3)  p. .  	 
\bibitem[House et al. (ed.)]{b50}\label{b50} 	 		 			R J House 		,  		 			P J Hanges 		,  		 			Javidan 		.  		\textit{2004, culture, leadership, and organizations},  				 			V Dorfman,  			Gupta 		 (ed.)  		sage publications.  	 	 (thousand oaks, ca) 
\bibitem[Chatman ()]{b22}\label{b22} 	 		\textit{improving international organizational research: a model of personorganization fit},  		 			J A Chatman 		.  		1989. 14 p. .  	 
\bibitem[Ambrose et al. ()]{b4}\label{b4} 	 		\textit{individual moral development and ethical climate: the influence of person-organization fit on job},  		 			M L Ambrose 		,  		 			M Arnaud 		,  		 			Schminke 		.  		2008.  	 
\bibitem[Ambrose and Schminke ()]{b3}\label{b3} 	 		\textit{Individual moral development and ethical climate: the influence of person-organization fit on job attitudes},  		 			M L Ambrose 		,  		 			M Schminke 		.  		2007. 77 p. .  	 
\bibitem[Ambrose et al. ()]{b73}\label{b73} 	 		‘Individual Moral Development and Ethical Climate: The Influence of Person-Organization Fit on Job Attitudes’.  		 			Maureen L Ambrose 		,  		 			Anke Arnaud 		,  		 			Marshall Schminke 		.  	 	 		\textit{journal of business ethics}  		2008. 77  (30)  p. .  	 
\bibitem[Alas and Wei ()]{b0}\label{b0} 	 		‘institutional impact on work-related values in Chinese organizations’.  		 			R S Alas 		,  		 			Wei 		.  	 	 		\textit{journal of business ethics}  		2008. 83 p. .  	 
\bibitem[Cooper Robertson (ed.)]{b43}\label{b43} 	 		\textit{international review of industrial and organizational psychology},  				 			\& I Cooper,  			Robertson 		 (ed.)  		 (New York)  		Wiley. p. .  	 
\bibitem[Griffin (ed.) ()]{b42}\label{b42} 	 		\textit{Job satisfaction and organizational commitment},  		 			R W Griffin 		,  		 			.S 		.  		c. L. (ed.)  		1986.  	 
\bibitem[Bateman ()]{b8}\label{b8} 	 		‘Job satisfaction and the good soldier. The relationship between affect and employee ''citizenship’.  		 			T S Bateman 		,  		 			DW 		.  	 	 		\textit{Academy of management journal}  		1983. 26  (4)  p. .  	 
\bibitem[Viswesvaran et al. ()]{b125}\label{b125} 	 		‘job satisfaction as a function of top management support for ethical behavior: a study of Indian managers’.  		 			C Viswesvaran 		,  		 			. P Deshpande 		,  		 			Joseph 		.  	 	 		\textit{journal of business ethics}  		1998. 17 p. .  	 
\bibitem[Sims]{b104}\label{b104} 	 		‘Keon: 1997, 'ethical work climate as a factor in the development of personorganization fit’.  		 			R L K L Sims 		.  	 	 		\textit{journal of business ethics}  		16  (11)  p. .  	 
\bibitem[Khera and Benson ()]{b58}\label{b58} 	 		 			I P J D Khera 		,  		 			Benson 		.  		\textit{are students really poor substitutes for businessmen in behavioral research?', journal of behavioral research},  				1970. 7 p. .  	 
\bibitem[Sims]{b105}\label{b105} 	 		‘Kroeck: 1994, 'the influence of ethical fit on employee satisfaction, commitment and turnover’.  		 			R L K G Sims 		.  	 	 		\textit{journal of business ethics}  		13  (12)  p. .  	 
\bibitem[Elango]{b9}\label{b9} 	 		‘Kundu Shishir k. Paudel: 2010, 'organizational ethics, individual ethics, and ethical intentions in international decision-making’.  		 			B Elango 		.  	 	 		\textit{journal of business ethics}  		97 p. .  	 	 (Karen Paulsummit k) 
\bibitem[Stodgily ()]{b108}\label{b108} 	 		\textit{Leader behavior it's description and measurement, Ohio: bureau of business research, the Ohio state university},  		 			R M Stodgily 		.  		1957. 88 p. .  	 
\bibitem[Yukl ()]{b128}\label{b128} 	 		\textit{Leadership in organizations, Englewood cliffs, New jerseys prentice-hall},  		 			G A Yukl 		.  		1994.  	 
\bibitem[Lind ()]{b67}\label{b67} 	 		 			E A Lind 		.  		\textit{the fairness heuristic: rationality and "relationally" in procedural evaluations. Paper presented at the 4 th international conference of the society for the advancement of socioeconomics},  				 (Irvine, ca)  		1992.  	 
\bibitem[Mulki and Jaramillo]{b79}\label{b79} 	 		\textit{Locander: 2006, 'effects of ethical climate and supervisory trust on salesperson's job attitudes and intentions to quit', journal of personal selling \& sales management xxvi},  		 			J P Mulki 		,  		 			W B Jaramillo 		.  		p. .  	 
\bibitem[Ambrose ()]{b2}\label{b2} 	 		‘Longitudinal analysis of organizational fairness: an examination of reactions to tenure and promotion decisions’.  		 			M L Ambrose 		.  	 	 		\textit{Journal of applied psychology}  		2003. 88 p. .  	 
\bibitem[Cazier et al.]{b21}\label{b21} 	 		\textit{Louis: 2007, 'sharing information and building trust through value congruence', information systems frontiers 9},  		 			J A Cazier 		,  		 			. B Shao 		,  		 			R D St 		.  		p. .  	 
\bibitem[Steers and Rhodes ()]{b107}\label{b107} 	 		‘Major influences on employee attendance: a process model’.  		 			R M Steers 		,  		 			S R Rhodes 		.  	 	 		\textit{Journal of applied psychology}  		1978. 63  (4)  p. .  	 
\bibitem[Posner and Westwood ()]{b90}\label{b90} 	 		‘managerial values across cultures: Australia, Hong Kong and the US’.  		 			B Z R I Posner 		,  		 			Westwood 		.  	 	 		\textit{Asia pacific journal of management}  		1997. 14 p. .  	 
\bibitem[Liedtka ()]{b65}\label{b65} 	 		\textit{managerial values and corporate decision-making: an analysis of value congruence', dissertation},  		 			J M Liedtka 		.  		1988. Boston university.  	 	 (aat 8806763) 
\bibitem[Moran et al. ()]{b78}\label{b78} 	 		\textit{managing cultural differences: global leadership strategies for the 21 st century},  		 			R T Moran 		,  		 			P R Harris 		,  		 			S V Moran 		.  		2007. Burlington, and ma: Elsevier. 7.  	 	 (th edition) 
\bibitem[Schwepker and Hartline ()]{b101}\label{b101} 	 		‘managing the ethical climate of customer-contact service employees’.  		 			C H M D Schwepker 		,  		 			Hartline 		.  	 	 		\textit{journal of service research}  		2005. 7  (4)  p. .  	 
\bibitem[Denham and Scott ()]{b32}\label{b32} 	 		‘Moving into the third, outer domain of teacher satisfaction’.  		 			S Denham 		,  		 			C Scott 		.  	 	 		\textit{Journal of educational administration}  		2000. 38  (4)  p. .  	 
\bibitem[Neubert et al. ()]{b81}\label{b81} 	 		 			M J Neubert 		,  		 			D S Carlson 		,  		 			K M Kacmar 		,  		 			J A Roberts 		,  		 			L B Chonko 		.  	 	 		\textit{the Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field'},  				2009. 90 p. .  	 
\bibitem[Smith ()]{b106}\label{b106} 	 		‘Organizational citizenship behavior: its nature and antecedents’.  		 			C A Smith 		,  		 			.W 		,  		 			.P 		.  	 	 		\textit{Journal of applied psychology}  		1983. 68  (4)  p. .  	 
\bibitem[Schnak ()]{b96}\label{b96} 	 		\textit{Organizational citizenship: a review, proposed model, and research agenda human relations},  		 			M Schnak 		.  		1991. 44 p. .  	 
\bibitem[Porter ()]{b87}\label{b87} 	 		‘Organizational commitment, job satisfaction and turnover among psychiatric technicians’.  		 			. W Porter 		,  		 			.M 		,  		 			.T 		,  		 			.V 		.  	 	 		\textit{Journal of applied psychology}  		1974. 59  (5)  p. .  	 
\bibitem[Koh ()]{b60}\label{b60} 	 		\textit{Organizational ethics and employee satisfaction and commitment. Management decision},  		 			H C Koh 		,  		 			.H Y 		.  		2004. 42 p. .  	 
\bibitem[Jody Clay-Warner,1,2 Jeremy Reynolds,1 and Paul Roman1 ()]{b55}\label{b55} 	 		‘Organizational Justice and Job Satisfaction: A Test of Three Competing Models’.  		 \xref{http://dx.doi.org/10.1007/s11211-005-8567-5}{10.1007/s11211-005-8567-5}.  	 	 		\textit{Social Justice Research}  		Jody Clay-Warner,1,2 Jeremy Reynolds,1 and Paul Roman1 (ed.)  		2005. 18  (4) .  	 
\bibitem[Brown]{b15}\label{b15} 	 		\textit{Peterson: 1993, 'antecedents and consequences of salesperson job satisfaction: meta-analysis and assessment of causal effects', journal of marketing research},  		 			S P R A Brown 		.  		30 p. .  	 
\bibitem[Dozier and Miceli ()]{b34}\label{b34} 	 		\textit{potential predictors of whistle-blowing: a pro-social behavior perspective},  		 			J B M P Dozier 		,  		 			Miceli 		.  		1985. 10 p. .  	 
\bibitem[Hartman et al. ()]{b45}\label{b45} 	 		‘procedural and distributive justice: examining equity in a university setting’.  		 			S J Hartman 		,  		 			A C Yrle 		,  		 			W P Galle 		.  	 	 		\textit{journal of business ethics}  		1999. 20 p. .  	 
\bibitem[Babin et al. ()]{b10}\label{b10} 	 		\textit{representing the perceived ethical work climate among marketing employees', academy of marketing science},  		 			B J Babin 		,  		 			J S Boles 		,  		 			D P Robin 		.  		2000. 28 p. .  	 
\bibitem[Mack ()]{b70}\label{b70} 	 		‘Responsible leadership in a stakeholder society-relational perspective’.  		 			T Mack 		,  		 			.M 		.  	 	 		\textit{Journal of business ethics}  		2006. 66  (1)  p. .  	 
\bibitem[Satisfaction and intent to turnover]{b29}\label{b29} 	 		\textit{Satisfaction and intent to turnover},  		45 p. .  	 	 (human relations) 
\bibitem[Schein ()]{b95}\label{b95} 	 		 			E H Schein 		.  		\textit{organizational culture and leadership},  				 (san Francisco, jossey-bass)  		2004.  	 
\bibitem[Simkin ()]{b103}\label{b103} 	 		\textit{School leadership in Pakistan: exploring the head teacher's role. School effectiveness and school improvement},  		 			T Simkin 		.  		2003. 14 p. .  	 
\bibitem[Schwartz ()]{b98}\label{b98} 	 		‘Self-determination: the tyranny of freedom’.  		 			B Schwartz 		.  	 	 		\textit{American psychologist}  		2000. 55 p. .  	 
\bibitem[Peters ()]{b85}\label{b85} 	 		‘social responsibility in marketing personnel: meaning and measurement’.  		 			W H Peters 		.  	 	 		\textit{proceedings of American marketing association educators' conference},  				 			Becker 		 (ed.)  		 (American marketing association educators' conference)  		1972. America.  	 
\bibitem[Strategic direction (2002), "mcdonalds jumps on the CSR bandwagon", strategic direction]{b109}\label{b109} 	 		\textit{Strategic direction (2002), "mcdonalds jumps on the CSR bandwagon", strategic direction},  				18 p. .  	 
\bibitem[Ennis et al. ()]{b35}\label{b35} 	 		‘students as subjects in consumer behavior experiments’.  		 			B M Ennis 		,  		 			. K Cox 		,  		 			J E Stafford 		.  	 	 		\textit{journal of marketing research}  		1972. 9  (1)  p. .  	 
\bibitem[Trimizi ()]{b115}\label{b115} 	 		\textit{the 6-l framework: a model for leadership research and development. Leadership and organization development journal},  		 			S A Trimizi 		.  		2002. 23 p. .  	 
\bibitem[Ponnu and Tennakoon ()]{b27}\label{b27} 	 		‘The Association between Ethical Leadership and Employee Outcomes -the Malaysian Case’.  		 			Cyril H Ponnu 		,  		 			Grinder Tennakoon 		.  	 	 		\textit{Electronic Journal of Business Ethics and Organization Studies}  		2009. 2009. 14  (1) .  	 
\bibitem[Hamermesh ()]{b44}\label{b44} 	 		\textit{The changing distribution of job satisfaction, the journal of human resources},  		 			D Hamermesh 		.  		2001. 36 p. .  	 
\bibitem[Cable and Debreu ()]{b18}\label{b18} 	 		‘the convergent and discriminate validity of subjective fit perceptions’.  		 			D M D S Cable 		,  		 			Debreu 		.  	 	 		\textit{journal of applied psychology}  		2002. 87 p. .  	 
\bibitem[The economist (2003)]{b52}\label{b52} 	 		\textit{The economist},  		2003. July 16, 2007. 369 p. 92.  	 	 (from infotrac academic ASAP database) 
\bibitem[Schminke and Ambrose ()]{b97}\label{b97} 	 		\textit{The effect of leader moral development on ethical climate and employee attitudes. Organizational behavior and human decision processes},  		 			M Schminke 		,  		 			. L Ambrose 		,  		 			.O 		.  		2005. 97 p. .  	 
\bibitem[Weeks et al. ()]{b126}\label{b126} 	 		\textit{the effect of perceived ethical climate on the search for sales force excellence', journal of personal selling \& sales management},  		 			W A Weeks 		,  		 			. W Loe 		,  		 			. B Chonko 		,  		 			Wakefield 		.  		2004. 24 p. .  	 
\bibitem[Davis and Rothstein ()]{b30}\label{b30} 	 		‘The effect of the perceived behavioral integrity of managers on employee attitude: A Meta analysis’.  		 			A L Davis 		,  		 			Rothstein 		.  	 	 		\textit{Journal of business ethics}  		2006. 67 p. .  	 
\bibitem[Maerof ()]{b74}\label{b74} 	 		\textit{The empowerment of teachers},  		 			G Maerof 		.  		1988. New York: teachers college press.  	 
\bibitem[Cullen et al. ()]{b26}\label{b26} 	 		‘the ethical climate questionnaire: an assessment of its development and validity’.  		 			J B Cullen 		,  		 			. J Victor 		,  		 			Bronson 		.  	 	 		\textit{psychological reports}  		1993. 73 p. .  	 
\bibitem[Ibarra-Colado et al. ()]{b53}\label{b53} 	 		‘the ethics of managerial subjectivity’.  		 			. R Ibarra-Colado 		,  		 			Clegg 		,  		 			M Rhodes 		,  		 			Kornberg 		.  	 	 		\textit{journal of business ethics}  		2006. 64  (1)  p. .  	 
\bibitem[Vitel and Hidalgo ()]{b121}\label{b121} 	 		‘the impact of corporate ethical values and enforcement of ethical codes on the perceived importance of ethics in business: a comparison of us. And Spanish managers’.  		 			S J E R Vitel 		,  		 			Hidalgo 		.  	 	 		\textit{journal of business ethics}  		2006. 64  (1)  p. .  	 
\bibitem[Deshpande ()]{b33}\label{b33} 	 		‘the impact of ethical climate types on facets of job satisfaction: an empirical investigation’.  		 			S P Deshpande 		.  	 	 		\textit{journal of business ethics}  		1996. 15 p. .  	 
\bibitem[Zhu et al. ()]{b129}\label{b129} 	 		‘the impact of ethical leadership behavior on employee outcomes: the roles of psychological empowerment and authenticity’.  		 			W Zhu 		,  		 			. R May 		,  		 			B J Avolio 		.  	 	 		\textit{journal of leadership and organizational studies}  		2004. 11 p. .  	 
\bibitem[Meral Elc¸i Lu¨tfihak Alpkan ()]{b72}\label{b72} 	 		‘the impact of perceived organizational ethical climate on work satisfaction’.  		 			Meral Elc¸i Lu¨tfihak Alpkan 		.  	 	 		\textit{journal of business ethics}  		2009. 84 p. .  	 
\bibitem[Alas ()]{b1}\label{b1} 	 		‘the impact of work-related values on the readiness to change in Estonian organizations’.  		 			R Alas 		.  	 	 		\textit{journal of business ethics}  		2009. 86 p. .  	 
\bibitem[Bogler ()]{b13}\label{b13} 	 		‘The influence of leadership style on teacher job satisfaction’.  		 			R Bogler 		.  	 	 		\textit{Educational administration quarterly}  		2001. 37  (5)  p. .  	 
\bibitem[Koh and Boo ()]{b59}\label{b59} 	 		‘the link between organizational ethics and job satisfaction: a study of managers Singapore’.  		 			H C H Y Koh 		,  		 			Boo 		.  	 	 		\textit{journal of business ethics}  		2001. 29 p. .  	 
\bibitem[Herzberg and &snyder Man ()]{b47}\label{b47} 	 		\textit{The motivation to work},  		 			F Herzberg 		,  		 			\&snyder Man 		.  		1959. New york: john Wiley\& sons.  	 
\bibitem[Locke ()]{b68}\label{b68} 	 		‘The nature and causes of job satisfaction’.  		 			E A Locke 		.  	 	 		\textit{handbook of industrial and organizational psychology},  				 			. D Dinette 		 (ed.)  		 (Chicago)  		1976. p. .  	 	 (rand mcnally) 
\bibitem[Cordeiro ()]{b23}\label{b23} 	 		‘the only solution to the decline in business ethics: ethical managers’.  		 			W P Cordeiro 		.  	 	 		\textit{teaching business ethics}  		2003. 7 p. .  	 
\bibitem[Raelin ()]{b91}\label{b91} 	 		‘the Persian ethic: consistency of belief and action in managerial practice’.  		 			J A Raelin 		.  	 	 		\textit{human relations}  		1993. 46  (5)  p. .  	 
\bibitem[Schwepker ()]{b99}\label{b99} 	 		\textit{the relationship between ethical conflict, organizational commitment and turnover intentions in the sales force', journal of personal selling \& sales management 19},  		 			C H Schwepker 		.  		1999. p. .  	 
\bibitem[Vitel and Davis ()]{b117}\label{b117} 	 		‘the relationship between ethics and job satisfaction: an empirical investigation’.  		 			S J D L Vitel 		,  		 			Davis 		.  	 	 		\textit{work and motivation},  				 (New York)  		1990. 1964. john Wiley. 9 p. .  	 
\bibitem[Saks et al. ()]{b94}\label{b94} 	 		‘The relationship between the work ethic, job attitudes, intentions to quit, and turnover for temporary service employees’.  		 			Saks 		,  		 			P E Mudrak 		,  		 			B E Ash Forth 		.  	 	 		\textit{Canadian journal of administrative sciences}  		1996. 13 p. .  	 
\bibitem[Jaramillo et al. ()]{b54}\label{b54} 	 		\textit{the role of ethical climate on salesperson's role stress, job attitudes, turnover intention, and job performance', journal of personal selling \& sales management xxvi},  		 			F Jaramillo 		,  		 			J P Mulki 		,  		 			Solomon 		.  		2006. p. .  	 
\bibitem[Podsakof and Mackenzie ()]{b86}\label{b86} 	 		‘Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors’.  		 			P M Podsakof 		,  		 			. B Mackenzie 		,  		 			.H 		.  	 	 		\textit{Leadership quarterly}  		1990. 1  (2)  p. .  	 
\bibitem[Geisel and Lethwood ()]{b41}\label{b41} 	 		‘Transformational leadership effects on teachers' commitment and effort toward school reform’.  		 			F Geisel 		,  		 			Lethwood 		.  	 	 		\textit{Journal of educational administration}  		2003. 41  (3)  p. .  	 
\bibitem[Lethwood and Tomlinson (ed.) ()]{b63}\label{b63} 	 		\textit{Transformational school leadership},  		 			K Lethwood 		,  		 			D Tomlinson 		.  		k. Lethwood, j. Chapman, D. Corson, p. Hollinger, \& a. Hart (ed.)  		1996. p. .  	 
\bibitem[Beekun et al. ()]{b11}\label{b11} 	 		‘utility of ethical frameworks in determining behavior intention: a comparison of The US and Russia’.  		 			R I Beekun 		,  		 			J Westerman 		,  		 			J Barghouti 		.  	 	 		\textit{journal of business ethics}  		2005. 61  (3)  p. .  	 
\bibitem[Posner and Schmidt ()]{b88}\label{b88} 	 		‘value congruence and the differences between the interplay of personal and organizational value systems’.  		 			B Z W H Posner 		,  		 			Schmidt 		.  	 	 		\textit{journal of business ethics}  		1993. 12  (5)  p. .  	 
\bibitem[Liedrka ()]{b66}\label{b66} 	 		‘value congruence: the interplay of individual and organizational value systems’.  		 			J M Liedrka 		.  	 	 		\textit{journal of business ethics}  		1989. 8 p. .  	 
\bibitem[Watrous et al. ()]{b118}\label{b118} 	 		‘when coworkers and managers quit: the effects of turnover and shared values on performance’.  		 			K M Watrous 		,  		 			R D Huffman 		,  		 			Pritchard 		.  	 	 		\textit{journal of business and psychology}  		2006. 21  (1)  p. .  	 
\bibitem[Sweeney and Mcfarland ()]{b110}\label{b110} 	 		\textit{workers' evaluations of the "ends" and the "means": an examination of four models of distributive and procedural justice', organizational behavior and human decision processes},  		 			P D D B Sweeney 		,  		 			Mcfarland 		.  		1993. 55 p. .  	 
\end{bibitemlist}
 			 		 	 
\end{document}
