Ethical behaviour, organisational support and employee outcomes in driving public sector organisational performance

Purpose – This study aims to investigate the relationships between ethical behaviour, perceived organisational support (POS) and organisational performance within Nigeria’s Federal Ministry of Labour and Employment (FMLE). Design/methodology/approach – This study uses a positivist philosophy using survey data collected from 127 FMLE employees. Structural equation modelling with partial least squares estimation was used to analyse the data and test the hypotheses. Findings – The results support the hypotheses, indicating that ethical behaviour and POS positively affect organisational performance. Furthermore, job satisfaction and organisational commitment are confirmed to act as mediating mechanisms in these relationships. Research limitations/implications – This study extends the application of the Organisational Support Theory to the public sector context, specifically within the FMLE domain. It demonstrates the relevance of this theory in understanding the complex interplay between ethical conduct, POS and organisational performance in the public sector. Practical implications – The findings suggest that by promoting ethical behaviour and fostering a supportive organisational environment, the FMLE can enhance employee job satisfaction and organisational commitment, ultimately contributing to improved organisational performance. Social implications – Improving the performance of the FMLE through ethical practices and organisational support can lead to better regulation of the labour market, ensure fair labour practices and promote social justice and economic growth in Nigeria. Originality/value – This study uniquely applies Organisational Support Theory to the Nigerian public sector, specifically the FMLE. It provides valuable insights into how ethical behaviour and POS influence organisational performance in a context that has received comparatively less scholarly attention than the private sector.