Relationship Between Employees’ Organizational Identification, Ethical Behavior, and Job Performance in the Real Estate Industry

• Main Authors: Chang,Cheng-Te, 張政德
• Other Authors: Lin,Yu-Chuan
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/88889539875474000523

碩士 === 國立高雄師範大學 === 事業經營學系 === 104 === Real estate transactions involve large monetary figures and for many people, they only buy real estate once in their life. Therefore, establishing a sense of trust between the buyer and seller is markedly crucial during a real estate transaction. The realtor in the real estate industry plays a critical role during such real estate transactions. Although the government has already introduced laws to regulate real estate transactions, such laws only restrict agents’ job behavior in the most basic sense. Thus, when faced with large transaction amounts and when self-interest is involved, the ethical behavior of employees working in the real estate industry becomes exceedingly crucial. Real estate industry employees’ ethical behavior may be related to their organizational identification; however, no consensus has been reached concerning the effect of their organizational identification on their ethical behavior. Therefore, this study first investigated whether enterprises’ active promotion of corporate ethics facilitates the positive effect of employees’ organizational identification on their ethical behavior. Next, this study explored whether employees’ ethical behavior has an effect on their job performance and job performance stability. Finally, this study examined whether organizational identification and job performance differed between employees with different backgrounds. This study adopted a questionnaire survey method to study all employees working at a real estate agency. A total of 215 valid questionnaires were subsequently collected for a SPSS statistical analysis, producing the following findings: (a) employees’ organizational identification differed significantly between employees of different job ranks; (b) employees’ ethical behavior differed significantly according to their family conditions, years of service, job ranks as well as scale of branch in which they worked in; (c) employees’ job performance differed significantly between employees of different ages, family conditions, years of service, job ranks, job locations, and real estate broker license status (i.e., whether they possessed/did not possess a real estate broker license) as well as between those working in branches of different scales; (d) employees’ organizational identification had a significant and positive effect on their ethical behavior; and (e) employees’ ethical behavior did not have a significant and positive effect on their job performance. Management implications and future research directions were subsequently offered to serve as references. Keywords: real estate industry, organizational identification, ethical behavior, job performance, job performance stability