| dc.description.abstract | The behaviors of employees in different environments in today’s organizational structures can shape their perspective towards each other and their self-sacrificing behavior in moral terms. Morality is an important factor that regulates the relationships of individuals working in the work environment with each other. Because there may be defects in organizational structures that do not rely on a moral basis. For this reason, managers in organizations may need to consider both their moral values and the moral expectations of their employees. In this respect, the ethical behavior of managers in organizations can affect the perspective of employees towards both managers and other employees. Besides, the moral nature of managers can also affect employees’ sacrifice. In this respect, the moral behavior of managers in the work environment, the point of view of the employees towards their colleagues, and the measurement of the sacrifice of the employees can help to fill an important gap in the literature. The harmony between personal and corporate values becomes better as the organizational corporate develops. This situation encourages the beliefs of organizations in moral stances (Posner and Schmidt, 1987) and business morality (Berg and Kalish, 1997). In this respect, creating a moral business environment will increase trust in the organization (Lim and Chan, 2001). For this, managers should prioritize eliminating situations that prevent them from achieving the best results in the workplace and create a moral work environment in the workplace (Porter and Jersey 2004). Structures that promote and facilitate individual arrangements in organizations can strengthen the relationships between individual differences and outcomes (Hirst et al., 2009). In this case, as an advantage of the individual perspective, it can allow the examination of the interactions between predictions among individuals on environmental behaviors (Bissing-Olson et al., 2012). Also, cultural differences in organizations can lead to life experiences and insights that can provide the most successful information about work and alternatives (Ely and Thomas, 2001). In this respect, the perspective of the employees working in organizations with similar or different cultural potential towards other employees may be enriched with these differences. This can also lead to new and different experiences for employees. Sacrifice is to give up whatever the cost. In other words, the degree of sacrifice or quality is important, resources are limited and the use of alternatives implies giving up some things (Firth, 1963). Besides, the previous studies made in theory, sacrifice; it is described as an exemplary and inspiring example of behavior that is essential for effective organizational performance in the commitment of the organizational environment (Choi and Mai-Dalton, 1998). In this respect, self-sacrifice can be an integral part of working in organizations (Arnold and Loughlin, 2010). In general, self-sacrifice in organizations triggers a change in the spiritual structure of self-sacrifice to ensure the renewal or intensification of moral qualities (Firth, 1963). The most valuable resource of an organization is human resources (Kao and Lee, 1998). The main reason why a person who works in a workplace is economic in general (Larmer, 1992). In this respect, although the employees in today’s organizations are working with priority for economic reasons, the subordinate-parent relations in the working environment and the relations of subordinates with each other; the importance of concepts such as morality, point of view, and self-sacrifice is increasing day by day. When the main reasons for this situation are examined, it is understood that individual and environmental factors can have great effects. This research, it was tried to determine the rate of influence of the managers’ moral behaviors and their perspectives and sacrifices. Also, the mediator effect of employees’ self-sacrifice was investigated in the effect of managers’ moral behaviors on employees’ perspectives. The hypothesis and model of the research were taken into consideration by the models used in Sparks and Hunt (1998), Chen et al. (2011), and Chiang and Hsieh (2012). While expressing the hypotheses of the research, the hypotheses created within the framework of the researches stated in the theoretical framework and the purpose of the research are expressed as follows. H1: Morality behaviors of managers at workplaces positively and significantly affect the attitude of employees towards their colleagues. H1a: Employees’ sacrifices towards their jobs have a mediating effect on the effect of morality behaviors of managers on the attitude of employees towards their colleagues. H1b: Morality behaviors of managers in their workplaces positively and significantly affect the sacrifice of employees. H1c: Employees’ sacrifices at the workplace affect t | en_US |
