According to Dailey and Kirk (1992), job satisfaction and workplace commitment are associated with such organisational outcomes as turnover intentions and absenteeism. Subsequently, Koh and Boo (2004) acknowledge that both absenteeism and turnover are costly to the organisation as they lead to lower productivity and expenses associated with hiring and training of new staff. Therefore, Okpara and Wynn (2008) as well as Brammer et al (2006) argue that implementing the policy of business ethics may contribute to the enhancement of employees' loyalty and motivation, which in turn will reduce turnover and absenteeism rates. Similarly, Sims and Kroeck (1994) postulate that encouraging ethical behavior within the organisation might be an efficient way to retain existing employees. It was suggested that the closer respondents' actual ethical climate was to their corporate ethical climate, the less their turnover intentions and the greater their commitment were (Sims & Kroeck, 1994). Moreover, Schwepker and Charles' research (1999) showed that engaged and rewarded ethical behaviour in the workplace can significantly increase the intentions to stay amongst the employees. However, Fournier (2008) highlights that it might be irrelevant to argue that ethical corporate behaviour is an effective way to reduce turnover rates, as opposed to improved career opportunities, pay levels or benefits. Correspondingly, according to the CIPD annual survey (2007) the most common areas improved by employers in order to retain staff were improved selection methods and induction techniques as well as increased learning and development opportunities. Nevertheless, Deckop (2006, p.142) emphasises that employee may not necessary leave the organisation when they are not satisfied with ethical work climate, however, may operate in “a zone of indifference." Consequently, Deckop (2006) further suggests that this will affect employees' performance and motivation which