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ENGAGEMENT IN ORGANIZATIONS 

 

Tamunomiebi  Miebaka Dagogo, PhD 

& 

Mills Bamidele Roseline 

 

 

 



European Journal of Human Resource  

ISSN 2520-4696 (Online)        

Vol.4, Issue 1,pp 1- 9, 2020  

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MORALITY AND EMPLOYEE ENGAGEMENT IN 

ORGANIZATIONS 
 

 
1Tamunomiebi, Miebaka Dagogo PhD   

Department of Management, Faculty of Management Sciences, Rivers, State University, 

Nkpolu-Oroworukwo, PMB 5080, Port Harcourt, Nigeria. 

tamunomiebi.miebaka@ust.edu.ng 

 
2Mills, Bamidele Roseline 

Doctoral Candidate Department of Management, Faculty of Management Sciences, Rivers State 

University, Nkpolu-Oroworukwo, PMB 5080, Port Harcourt, Nigeria. 

rosepetermills@gmail.com 

 

ABSTRACT 

This study examined the relationship between morality and employee engagement in an organization. 

The approach adopted is theoretical as it assesses based on extant literature. The result of the study 

revealed that sound empirical conduct or moral behavior at work improves employee engagement 

and brings about organizational growth. Also, an improvement in workplace morals and ethical 

behavior improves employee engagement. Therefore, for the firm to upscale productivity, the 

organization should drive engagement through an objective ethical and moral behavior at work. It is 

recommended that management of organizations should have sound morals and ethical behavior, this 

will improve engagement. Again, organizations should put in place robust corporate governance 

system, this will guide workplace behavior and morals. 

 

Keywords: Morality, Employee Engagement, Organizations 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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mailto:tamunomiebi.miebaka@ust.edu.ng
mailto:rosepetermills@gmail.com


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1.0 INTRODUCTION 

Organization is made up of human capital and this is the most important element or asset at work. All 

other assets of the company are subservient to the human capital. Therefore, there are standard forms 

of behaviour or ethical conduct expected of employees at work. This standard or prescribed 

behaviour, norms, regulations and principles are designed by top echelon management to predict 

engagement of employees in order to drive successful organizations (Stoner, Gilbert & Freeman, 

2013).This standard form of behaviour may be seen as the presence of positive moral values like 

honesty, sincerity, integrity and trustworthiness that make employees feel positive about their job and 

organization as a whole. Morality is what would make an employee not go late to work and close 

when it is expected, the issue of bribery and corrupt practices would not appeal to any employee with 

such conduct. Even when it becomes the norms of an organization to give ‘kick backs’ after a contract 

has been awarded, organization with high level of morality would not be found in such a 

list.Organisational/employee morality would dissuade window dressing, creative accounting and off-

balance sheet transactions in order to create a positive and reputable image in the society. Behavioural 

conducts and ethics in the company are laudable to the success of employees and the workplace 

(Adeyeye, Adeniji, Osinbanjo & Oludayo, 2015). As members of an organization, there are 

prescribed codes of conduct that guide how employees should and not behave at work (Qui &Peschek, 

2013; Pattison & Edgar, 2011). 
 

Morality shapes the way the employees experience their work and organize their existence or status 

in the workplace making people go beyond the usual limits and practice in the absence of rewards. It 

is important to note that behavioural ethics and conducts at work affect the emotional commitment 

employees feel towards their organization and the actions they take to ensure the firm’s success. 

Sound work place morals and ethical standards will make employees to be engaged, demonstrate 

care, attachment, dedication, enthusiasm, accountability, result and productivity orientation (Qui 

&Peschek, 2013). Prescribed and acceptable way of behaviour predicts obedience and desired actions 

among employees at work.  
 

Morality could be defined as the standards and rules of conduct in an organization and which demands 

that members of an organization behave in accordance with the prescribed behavioural conducts and 

rules which is intended to promote the general good of members of the organization (Stoneret al, 

2013).Morality makes claim upon the lives of all organizational members more than the claims of 

law and takes priority over individual employee interest. As employees at work, we have basic duties 

and obligations for the company. There are certain things we must do and certain things we must not 

do (Adeyeyeet al, 2015). Worker’s failure to uphold ethical behaviour within the context of 

employment relationships necessitated the construct of morality at work. 
 

Employee engagement is the emotional attachment of the individual to the organization at work. This 

is shown as something given by the employee which can benefit the organization through 

commitment and dedication, advocacy, discretional efforts, using knowledge, skills, talents and 

competences to the fullest and being supportive of the company’s goals and values (Robertson-Smith 

&Markwick, 2011; Asthana, 2010).  Engaged employees are those workers who work with passion 

and feel a profound connection to their company. The employees drive innovation and move the 

company forward. 
 

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Alfes, Truss, Soane, Rees and Gatenby, (2010) summarized that engaged employees perform better, 

are more innovative than others, are more likely to want to stay with their employers, enjoy greater 

levels of personal wellbeing and perceive their workload to be more sustainable than others.These 

employees will stay longer with the organization and continually find smarter and more effective 

ways to add significant value to the firm. Organizational morality may therefore affect employee job 

attitudes positively thereby ensuring a high level of service orientation through their sense of 

commitment, satisfaction, creativity, engagement, etc. towards their organization and customers 

(Katzenbach, 2003).  

Morality, as earlier mentioned may be seen as the presence of positive moral values like honesty, 

sincerity, integrity and trustworthiness that make employees feel positive about their job and 

organization as a whole. Understanding this relationship is pertinent to goal actualization and image 

creation in any organizations. However, there is dearth in literature regarding morality and employee 

engagement within Nigeria context, also the studies of Joo, McLean and Yang (2013) indicates the 

need to add other variables such as work satisfaction, performance, commitment etc., in the list of 

human relations to employee engagement. 

 

2.0 LITERATURE REVIEW 

Theoretical Framework 

Social Exchange Theory and Equity Theory 

The relationship between morality and employee engagement is based on Blau’s (1964) social 

exchange theory and the equity theory of Adams (1965). According to these theories, better 

engagement can be achieved only when the social exchange between organizations and employees is 

fair and equal. Therefore, when employees perceive that their organization is committed to a code of 

ethics(morality) and to ethical perceptions and behaviors, they are likely to respond with greater 

engagement to the organization. Moreover, management acts as role model, encouraging employees 

via its own exemplary ethical behavior to promote organizational aims and goals. Therefore, morality 

is likely to greatly affect employee work engagement. Such an ethical environment would increase 

trust between employees and the organizational management, and therefore promotes their 

engagement to their organization and work.  

 

Morality 

Workplace morality or behavioural ethics in the organization is the standard rules of behaviour and 

conducts expected of all employees throughout the organization. Organization and its members are 

expected to exhibit behaviours or morals that are acceptable to the generality of people at work 

(Kaptein, 2015). It is the duty of top echelon management to design the right code of conduct that 

will objectively regulate the conduct of employees without compromise at any levels of the firm 

(Adejeye et al., 2015). It is important to note that, ethical behaviour and the prevailing system of 

employment relations in any work place is very laudable for the growth and development of the firm; 

the production or manufacture of goods and services within the domestic market and the international 

or oversea markets (Muafi, 2011; Obasi, 2003; Pattison & Edgar, 2011). 
 

How well an institution adhere to sound ethical standards, determines the health of the organization 

and the general well-being of all stakeholders; employees, management, shareholders, customers, 

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suppliers/distributors including the publics. This will impact positively on the productivity of the 

organization at the micro-level and national productivity and output (Adeyeye et al., 2015). Morality 

is a fine construct to drive any institution positively, be it private or public organization. Most 

corporate failures at work are necessitated by lack of ethical conduct or morals which mean most 

organizations who found themselves in this kind of challenge are involved in corporate governance 

infractions (Muafi, 2011, Pattison & Edger, 2011).  
 

Morality or moral character according to Cohen, Panter, Turan, Morse and Kim (2014), are standards 

of right and wrong conduct, harmful act which are broadly construed as the hallmarks of ethical or 

moral attitude/behaviour. It means that morality are those acceptable rules governing right and wrong 

in the workplace of which members of the organization should adhere to in order to drive successful 

companies (Wong, 2013). Morality as a construct makes claims upon each of us that are stronger than 

the claims of law and takes priority over self-interest. 
 

Every organizational members have basic duties, responsibilities and obligation for the firm. There 

are certain things we must do and certain things we must not do. This means organizations have 

ethical dimension which regulate the way employees carry out their roles and responsibilities. It also 

encompass relationship exchanges between employees, between employees and management, 

between management and shareholders including the firm’s relationships with external stakeholders; 

customers, suppliers and distributors and the publics. There is workplace ethical conduct guiding all 

these organizational relationships (Wong, 2013; Pattison & Edgar, 2011). 

 

2.2 Employee Engagement 
Employee engagement is the process by which workers are more committed to the organization, put 

in their emotional and physical abilities and working towards the progress of the firm Human capital 

which represents employees is expected to work for the organization for the firm to achieve success. 

Management and shareholders expect workers to put in their best into production for the company to 

achieve its market and financial objectives (Stoner, Gilbert & Freeman, 2013).. The construct of 

employee engagement connotes as something given by the employee which can benefit the company 

through commitment and dedication, advocacy, discretionary efforts, using talent to the fullest and 

being supportive to the corporate or firm’s goals and objectives.  
 

Engaged workers feel a sense of attachment towards their company, investing themselves not only in 

their specific roles, but in the company as a whole (Robertson-Smith & Marwick, 2011). People who 

are engaged with the institutions they are associated or the firm they work for over a period 

outperform their peers in terms of production and productivity and consistently act as advocate of the 

company (Cartwright& Holmes, 2006; Catteeuw, Flynn &Vanderhorst, 2007). Such commitment and 

attachment of employees with the firm will always drive worker performance and significantly 

improve the firm’s bottom-line results (profits). Engaged individuals invest themselves fully in their 

work, with increased self-efficacy and a positive impact upon health and well-being, which in turn 

evokes increased employee support for the organization. These set of employees see themselves as 

empirical stakeholders of the company. 
 

It is pertinent to note that employee engagement levels vary according to seniority, occupation and 

length of service in the company but not by industry. The workers at the top echelon are seen to be 

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more engaged. Employees at senior management positions are seen to be most engaged relative to 

support staff at the operational floor level of the firm (Stoner, Gilbert & Freeman, 2013). However, 

this is relative or varies between firms. Again, engagement can also be driven by biographical and 

personality characteristics. New entrant to the workplace may be positive and more committed when 

they first join the workforce but quickly become disengaged. People who are highly extravert and 

adoptable individuals find it easier to engage. Worker engagement is a choice, it is a function of what 

staff consider worth investing themselves in. 
 

There are factors that significantly drive employee engagement in the workplace. These factors are; 

the nature of the work, the job that has transparent meaning and purpose, career development 

opportunities, recognition and reward opportunities at work, building respect and assertive 

relationships, open communication systems that inspires leadership and mentorship opportunities 

(Robertson-Smith &Markwick, 2011). The implication is that for every engagement there is a salient 

reason or factors that either motivate employee engagement or demotivate workers and lead to lack 

of engagement. According to Wellins, Berthal & Phelps (2015), in a study conducted in multiple 

countries and across industry sector revealed that employees who are passionate and committed to 

their jobs are in the minority. Again, it goes further to state engagement drives productivity and 

contributes to firm’s profitability.  
 

However, the low engagement will always make an organization to loose money. This is evident in 

the case of United Kingdom and Japan where unengaged workers or employees made their companies 

to lost productivity at the tune of $64.8 billion and $232 billion respectively (Wellins, Bernthal& 

Phelps, 2015). This is clearly evident that engagement is a good thing that should happen to both an 

individual firm and a nation. If it is analyzed in a macro perspectives, it is seen that, workers who are 

engaged across industries and sectors of a nation will improve national productivity and output 

thereby significantly driving the gross domestic product (GDP) of the nation. If the reverse is the 

case, the nation will lose the value of goods and services produced in an accounting period. 
 

Engagement represents a deep emotional bond between employees and their work. It is characterized 

by combined dedication and deep identification expressed via willingness to go above and beyond 

the formal requirements of the job (Eldor & Harpaz, 2016). According to the authors, studies 

indicated that employees, who are engaged with their work, play a vital role in establishing an 

excellent and effective work performance. Moreover, the superiority of psychological incentives over 

tangible ones is perceived among engaged employees, as opposed to satisfied or involved employees 

(Eldor & Harpaz, 2016).  
 

3.0 Morality and Employee Engagement 

Employee engagement which is the emotional attachment workers have for the firm in contributing 

their quota to the advancement of the organization can be informed by number of factors. Workplace 

morality and behavioural ethics have a strong nexus with employee engagement. Workers will be 

more engaged if the organization or work place have an objective moral and ethical behaviour 

(Kaptein, 2015). A good code of conduct and behavioural ethics in the workplace is a sound predictor 

of employee engagement. This is empirically validated by studies (Kaptein, 2015; Adeyeye et al., 

2015; Cohen et al., 2014). According to Martin & Cullen, (2006) morality in organizations is 

considered to be a prime component of determining organizational identity, reflecting on employee 

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conduct efficacy and overall work and organizational performance. It mirrors an organization’s policy 

and code of conduct as well as instills principles of appropriate behavior for situations posing ethical 

dilemmas. 
 

The effect of workplace ethics on employees and organizational productivity in Nigeria was 

investigated by Adeyeye et al (2015). The authors investigated the correlation between workplace 

ethics and employee workplace ethics on organizational productivity in the context of Nigeria private 

and public institutions in Lagos. The study used structural equation modeling to measure the variables 

investigated. It was revealed that ethical standard at work has positive and significant relationship 

with worker engagement which brings about organizational productivity. It was discovered that 

employee engagement is a strong mediating construct between workplace ethics and organizational 

productivity. 
 

Moral character in the workplace upheld by all organizational members improves employee 

engagement. The study of Cohenet al., (2014), supports the foregoing. They examined organization’s 

moral character and worker engagement and their study revealed that moral character in the 

workplace improves employee commitment and result to more engaged employees at work. The 

implication of this study is that, managers of an organization should always create the enabling 

environment for the organization’s moral character to be improved and this should influence the 

behaviour of all employees positively. The result of sound moral character in the workplace is 

increased in the number of engagement and productivity. 
 

Employee engagement at work brings about workplace productivity. Robertson-Smith and Markwick 

(2011) studied the relevance of employee engagement on private companies and national productivity 

using United Kingdom and Japanese organizations. It was revealed that lack of engagement of 

workers in the two countries made overall productivity to be low. This finding is also supported with 

the works of Wellins, Bernthal and Phelps (2015) that engagement brings about workplace 

productivity. It is important to note that what strongly mediate the relationship between employee 

engagement and worker productivity is ethical conduct at work. Sound ethical conduct always bring 

about employee engagement which subsequently birth productivity at work. 
 

A good workplace moral improves organizational commitment. This position is justified with the 

study of Safikhani (2016). The author investigated the relationship between morality and 

organizational commitment in the context of teachers in secondary schools in Tehran. Their study 

reveals that there is significant relationship between morality and organizational commitment of 

teachers in girls’ secondary schools in Tehran. Thus, a sound moral at work brings about overall 

commitment in the workplace. This findings is also supported with the works of  Hough, Green 

andPlumles (2016). These authors studied the impact of ethics environment and organizational trust 

on employee engagement. The result of the findings is that ethics environment significantly 

influences employee engagement through the mediating factor of trust. Again, this study is also 

corroborated with the study of Agha, Nwekpa and Eze (2017), the scholars examined the impact of 

ethical leadership on employee commitment in the context of Innoson industries limited in Nigeria.  

The study made use of regression analysis, the findings of the study is that ethical leadership at work 

brings about employee commitment. Hence, organization with sound ethical leadership improves 

employee commitment at work. This is also supported by the work of Muhammad, Qing, Hwang and 

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Shi (2019), who argued that ethical leadership improves affective commitment, work engagement 

and worker creativity. Morality is a good treatment factor for employee engagement in both public 

and private institutions.  
 

CONCLUSION  

From the empirical literature reviewed, it was discovered that companies with good ethics and moral 

standards improves the engagement of employees in the workplace. This means organization’s 

significant investment in morality and work ethics supported with a robust corporate governance 

system will bring about significant improvement in employee engagement. It is therefore 

recommended that management of modern organization should pay attention to workplace morality, 

have a good governance systems and rules that will guide the conduct of all firm’s mentors. This will 

improve worker engagement and bring about improvement in productivity. 

 

RECOMMENDATIONS 
The following recommendations are made based on our findings 

i. Companies should put in place the right code of conduct and ethics 

ii. This ethics and moral should be binding on all employees irrespective of their position at work 

iii. The companies should periodically measure employee level of engagement and take proactive 

measures when engagement rate is dropping  

iv. Companies should have sound corporate governance and ethics systems to guide the firm 

morals. 

v. The companies should have the right leadership to drive the process without discrimination 

among employees.  

 

REFERENCES 
 

Adeyeye, J.O., Adeniji, A.A., Osinbanjo, A.O. &Oludayo, O.A. (2015).Effect of workplace ethics on 

employees and organizational productivity in Nigeria. Journal of Business Management, 

10(4), 12-20 
 

Agha, N.C., Nwekpa, K.C. &Eze, O.R. (2017). Impact of ethical leadership on employee commitment 

in Nigeria – a study of Innoson technical and industrial company limited Enugu, Nigeria. 

International Journal of Development and Management Review, 12(1), 202-212. 
 

Alfes, K., Truss, C., Soane, E. C. Rees, C &Gatenby M. (2010).Creating an engaged workforce. 

London: Melcrum Publishing.  

 

Asthana, A. (2010). They don’t live for work – they work to live. The Guardian. Retrieved online at 

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engagement and reducing cynicism. Human Resource Management Review, 16(10), 199-208 
 

Catteeucu, F., Flynn, E. &Vanderhorst, J. (2007). Employee engagement: Boasting productivity in 

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Cohen, T.R., Panter, A.T., Turan, N., Morse, l.A.& Kim, Y. (2014). Moral character in the 

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Wellins, R.S., Bernthal, P. & Phelps, M. (2015). Employee engagement: The key to realizing 

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