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ORGANIZATIONAL TRANSPARENCY, EMPLOYEE PERCEPTIONS, AND
EMPLOYEE MORALE: A CORRELATIONAL STUDY
by
Harroll J. Ingram, JR
A Dissertation Presented in Partial Fulfillment
of the Requirements for the Degree
Doctor of Management in Organizational Leadership
University of Phoenix
January 2009
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ABSTRACT
Surveys released in 2007 reported that only 57% of Homeland
Security employees were
satisfied with their jobs and only 67.5% of employees across the
Federal Government
rated their jobs as satisfactory (Losey, 2007). This
quantitative correlational study
addressed the problem that leaders use of hiring and promoting
practices may influence
employee perceptions of fairness and morale. The study,
conducted with civilian
employees at an Army organization in Florida, examined the
relationships between
transparency, employee perceptions of fairness, and employee
morale. The results of the
current research study revealed a strong correlation between
hiring and promoting
practices and employee perceptions of fairness/employee morale.
The
findings indicated that increased transparency in hiring and
promoting processes can
enhance employee perceptions of fairness and morale.
Summary
The current research study used a quantitative correlational
research method to
examine the relationships between organizational transparency,
employee perceptions of
fairness concerning organizational hiring and promoting
practices, and employee morale.
Sixty-four Federal employees were surveyed to address the
research hypotheses and
research questions posed in the current research study. The
results of the data analyses of
the responses given by the 64 subjects supported the hypotheses
that a correlation exists
between employee perceptions of fairness concerning leaders use
of fair hiring and
promoting practices and employee morale and that increased
transparency in
organizational hiring and promoting processes greatly fosters
employee perceptions of
fairness.
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The implications derived from the results of the current
research study suggested
that changes in leadership practices designed to foster employee
fairness perceptions and
improve morale might augment organizational relationships and
productivity. Improved
organizational transparency and morale might foster open
communication and trust and
reduce lawsuits relative to organizational hiring and promoting
practices. Reduced
organizational lawsuits might result in lower tax debt for the
USA and lower tax burdens
for U.S. citizens.
Future research suggested in the current research study included
the addition of a
qualitative aspect to the research method. Instrument
improvements were also suggested
to increase demographic data to identify any gender or
race-based organizational issues.
Increasing the population to improve the significance of the
study results was suggested
in chapter five.
Leaders should develop and openly share policies explaining
internal controls
governing the organization, take actions to foster employee
perceptions of fairness, and
employ practices that positively influence leader-follower
relationships. These leadership
actions, the Ingram transparency-perception of fairness-morale
model, and the 13
nurturing leadership practices for organizational improvements
proposed in the current
research study (see Appendix G) might curtail any potential
negative effects related to
employee perceptions of unfairness. The current research study
recommended that
leaders seek periodic feedback concerning organizational and
leadership performance to
gauge the effectiveness of any improvement practices employed to
foster organizational
transparency, employee perceptions of fairness, and morale.
View full document at
http://gradworks.umi.com/33/48/3348676.html
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