False Performance as Unethical Behaviour: Re-examining the Organisational Charlatan Scale.

Gbadamosi, Gbolahan and Osuagwu, L. (2007) False Performance as Unethical Behaviour: Re-examining the Organisational Charlatan Scale. In: Building New Strategic Partnerships for Africa’s Economic Development, May 29 - June 2 - 2007, London.

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Abstract

This paper re-examines the organisational charlatan scale using a sample of Nigerian managers. The predictors of charlatan (false) behaviour and its relationship with four other variables were investigated. Survey data was collected using self-report questionnaires, with usable questionnaires obtained from a sample of 565 managers in the private and public sector of Nigeria. The results revealed a positive and significant relationship between charlatan behaviour on one hand and perception of business ethics, continuance and normative commitments on the other but an inverse relationship with affective commitment. Continuance commitment, perception of business ethics and normative commitment emerged significant predictors of charlatan behaviour in that other of strength. Charlatan behaviour was also found to be a multidimensional construct with four dimensions identified. Managerial implications for employee selection and evaluation were discussed and suggestions made for future studies.

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