Organizations & ethical standards

“Commerce is as a heaven, whose sun is trustworthiness and whose moon is truthfulness”, so said Bahá'u'lláh (1817-1892), the Persian nobleman and founder of the Baha’I religion. All of us have heard quotes and catchphrases like this. As far as our individual lives are concerned, we do try to implement them. They are seen as own principles and beliefs that constitute an important facet of personal lives. In short, they are what are known as ethics. But should they also be applicable at workplace?

Organizations and business houses perceive ethics and workplace ethics differently. Workplace ethics are understood as doing things in organizational interests and not necessarily doing them in the correct manner. On the other hand, ethics in general terms are considered pertinent to only personal lives. The fact however, is that there is no difference between the two. Ethics are all about deciding to act in a manner based on principles and may not necessarily trigger feelings of happiness. Paradigms of a set of regulations to be followed,   they are always the correct preferences to be exercised.

Administrators habitually seek clarifications on two issues. First, how do workplace ethics relate to organizational objectives and employee employment? Second, if at all such contentions are to be believed, are there any concrete reinforcing facts? Yet, all organizations invariably seek to ensure that procedures should be in place for implementing high business conduct rules. Research findings of study groups are beneficial for establishments that lay stress on constructive workplace ethics. For example, employees do harbour optimism with regard to ethics within their setups. As a matter of fact, practically all of them look ahead to honest management of affairs rather than focusing on actions directed to boost turnover.

            The above manifest that a large majority of employees do not disapprove ethical workplace practices.  This conclusion is heartening, because no project can take off without the functional backup of the work-force involved in it.  

            It has been proved that prescribed ethics codes and casual ethics routines have tremendous impact. The top hierarchy of organizations insisting on dynamic ethics codes is always under scrutiny. In addition, employees also tend to monitor the enforcement of ideals like truthfulness, integrity, reverence and faith, etc – principles insisted at work. Surveys conducted indicate that these lots of employees go through encouraging conditions like:

·   Increased readiness to notify misdemeanours.

·   Higher degree of approval of action taken against erring staff.

·   Relatively low misbehavior and wrongdoings at work.

·   Improved contentment levels vis-à-vis their managements.

·   Reduced compulsion to do a deal with ethics criteria.

·   Larger possibility of being appreciated by their superiors.

            Surveys have also indicated that in all organizations, a colossal distance between the higher-ups and lower-downs abounds. While the top hierarchy asserts that upbeat ethical atmosphere prevails in their setups, the subordinate staff contests it. This manifests an incorrect appreciation of matters of unease afflicting employees. In the process, employee concerns can go unaddressed. Incorporation of staff from all cross-sections of the workforce while formulating any ethics code or its revision is thus essential.

            Employee apprehensions on reporting matters also prevail. People fear being labeled as opportunists or tattlers by their colleagues and on the prospects of being branded as problem-creators, should they report violations. The requirement, therefore, is to tackle retribution methodically at the levels of both higher management and contemporaries.    

            The two prime issues on which managers and administrators seek clarifications listed above need a little delving into. There are a plethora of useful and feasible grounds for managers to pay attention on workplace ethics and dependable statistics that buttress these endeavours. All establishments that follow ethics agenda invariably perform better and have superior employee contentment levels.

            Laying stress on ethics alone cannot perfect workplace atmosphere and resolve organizational dilemmas in two shakes. Pertinent messages are communicated to the environment by making intense attempts to resolve prime ethical matters. The rank and file of an establishment gets to know that everything is on rails, an issue that is encouraging for them as individual entities.  

            There is nothing technical in enforcing an ethics agenda. Like any other scheme, it too calls for employee involvement. Since different organizations have different functional methodologies, the very success of the approach adopted would be contingent on them. However, everybody may not be at ease discussing matters related to ethics.

The higher management should understand employees’ perception on whether the organization is executing its work ethically or not. They can discern this by analyzing replies obtained by initially seeking, then deliberating and eventually acting in response to the following aspects:

·   Identification of organizational principles, forms in which they exist (written or conventional) and levels to which disseminated.

·   Factors that may prompt conscientious employees to indulge in unethical practices and degree to which the hierarchy backs the initiative for an ethical infrastructure.

·   General connotation and interpretation of accomplishment.

·   Individual or body to which the organization is answerable.

Today, news headlines smack of corruption plaguing organizations. In an ideal environment, big corporate houses ought to be better equipped to avert such news about their organizations. Smaller conglomerates also ought to be more venturesome and successful in drawing and servicing an increased customer base. The important part of the matter, however, is that ethics at workplace bear a close connection with our individual and shared comprehension of the subject.

It is no wonder that professional training colleges are increasingly including morals and ethics in their programmes. Men and women passing out of these institutions are better poised to implement high ethical standards at their workplaces. Rather than being managers, executives per force will have to be good narrators to arrest minds.