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False Performance as Unethical Behaviour: Re-examining the Organisational Charlatan Scale.

Gbadamosi, Gbolahan and Osuagwu, Linus (2007) False Performance as Unethical Behaviour: Re-examining the Organisational Charlatan Scale. In: Building New Strategic Partnerships for Africa’s Economic Development, May 29 - June 2 - 2007, London.

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Abstract

This paper re-examines the organisational charlatan scale using a sample of Nigerian managers. The predictors of charlatan (false) behaviour and its relationship with four other variables were investigated. Survey data was collected using self-report questionnaires, with usable questionnaires obtained from a sample of 565 managers in the private and public sector of Nigeria. The results revealed a positive and significant relationship between charlatan behaviour on one hand and perception of business ethics, continuance and normative commitments on the other but an inverse relationship with affective commitment. Continuance commitment, perception of business ethics and normative commitment emerged significant predictors of charlatan behaviour in that other of strength. Charlatan behaviour was also found to be a multidimensional construct with four dimensions identified. Managerial implications for employee selection and evaluation were discussed and suggestions made for future studies.

Item Type: Conference or Workshop Item (Paper)
Uncontrolled Keywords: Africa, Nigeria, Nigerian managers, business ethics, private sector, public sector
Subjects: H Social Sciences > HF Commerce
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
B Philosophy. Psychology. Religion > BJ Ethics
Divisions: Academic Departments > Worcester Business School
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Depositing User: Gbolahan Gbadamosi
Date Deposited: 22 Nov 2007 08:39
Last Modified: 31 Mar 2010 05:00
URI: https://eprints.worc.ac.uk/id/eprint/206

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