How can Salespeople’s Performance be Improved? The Role of Ethical Climate and Ethical Behavior

Abstract

The present contribution aims to test the links between ethical behavior, ethical climate and job performance using a multidimensional scale with four latent variables (peer behavior, ethical procedures, role of salary, and sales practices). A quantitative study carried out on 157 salespeople in April 2011 shows the influence of ethical climate and of salespeople’s ethical behavior on their job performance. Several proposals for management can be put forward: first, this study clearly confirms the multidimensionality of ethical climate and need for the researchers to use this scale rather than a one-dimensional scale that very often only measures ethical codes; second, if companies wish to create a strong ethical climate, they need to take account of the four dimensions identified in this research; finally, the link between job performance, ethical climate and ethical behavior should encourage companies to make sure that their salespeople develop ethical behavior toward customers.