ORGANIZATIONAL INTEGRITY: A TOOL FOR CORPORATE PERFORMANCE.

Abstract

This paper examined the relationship between organizational integrity and corporate performance. The objectives of the study are to ascertain the relationship between empathy and corporate performance; to determine the relationship between sportsmanship and corporate performance; and to examine the relationship between virtuousness and corporate performance. Several literatures were reviewed relating to the concept of organizational integrity and its dimensions. The concept of corporate performance and its measures were also clarified conceptually. The work was anchored on Social Exchange Theory by Richard Emerson (1976) which revealed that “Individuals and organizations engage in relationships based on the expectation of reciprocal benefits, and the perceived integrity of the organization plays a crucial role in shaping these exchange relationship”. Based on the literature reviewed, the paper concluded that the essence of organizational performance is a picture of the results of the work of collaborative activities among members of the organization to achieve organizational goals that have been determined. The study recommended among others that: Company leaders should  have  a process  in  place  to  identify,  prioritize  and publicly communicate relevant ethic issues to  the  company,  for  this  will  enhance  the firm process integrity capacity; Company leaders should have process in place to measure and transparently communicate progress in resolving ethics at work, for this will enhance the firm process integrity capacity.