1

-1-

INTRODUCTION

11 What is Ethics

Ethics can be defined as a branch of philosophy which seeks to address questions about

morality such as what the fundamental semantic ontological and epistemic nature of

ethics or morality is (meta-ethics) how moral values should be determined (normative

ethics) how a moral outcome can be achieved in specific situations (applied ethics) how

moral capacity or moral agency develops and what its nature is (moral psychology) and

what moral values people actually abide by

Simply put ethics involves learning what is right or wrong and then doing the right thing --

but the right thing is not nearly as straightforward as conveyed in a great deal of business

ethics literature

12 What is Business Ethics

Business ethics is a form of applied ethics that examines ethical principles and moral or

ethical problems that arise in a business environment It applies to all aspects of business

conduct and is relevant to the conduct of individuals and business organizations as a whole

Applied ethics is a field of ethics that deals with ethical questions in many fields such as

medical technical legal and business ethics

In the increasingly conscience-focused marketplaces of the 21st century the demand for

more ethical business processes and actions (known as ethicism) is increasing

Simultaneously pressure is applied on industry to improve business ethics through new

public initiatives and laws (eg higher UK road tax for higher-emission vehicles) Businesses

can often attain short-term gains by acting in an unethical fashion however such antics

tend to undermine the economy over time

Business ethics can be both a normative and a descriptive discipline As a corporate practice

and a career specialization the field is primarily normative In academia descriptive

approaches are also taken The range and quantity of business ethical issues reflects the

degree to which business is perceived to be at odds with non-economic social values

Historically interest in business ethics accelerated dramatically during the 1980s and 1990s

2

both within major corporations and within academia For example today most major

corporate websites lay emphasis on commitment to promoting non-economic social values

under a variety of headings (eg ethics codes social responsibility charters) In some cases

corporations have redefined their core values in the light of business ethical considerations

(eg BPs beyond petroleum environmental tilt)

Note that many people react that business ethics with its continuing attention to doing the

right thing only asserts the obvious (be good dont lie etc) and so these people dont

take business ethics seriously For many of us these principles of the obvious can go right

out the door during times of stress Consequently business ethics can be strong

preventative medicine Anyway there are many other benefits of managing ethics in the

workplace These benefits are explained later in this documentreport

13 ldquo10rdquo Benefits of Managing Ethics in the Workplace1

Many people are used to reading or hearing of the moral benefits of attention to business

ethics However there are other types of benefits as well The following list describes

various types of benefits from managing ethics in the workplace

1) Attention to business ethics has substantially improved society

A matter of decades ago children in our country worked 16-hour days Workersrsquo limbs

were torn off and disabled workers were condemned to poverty and often to starvation

Trusts controlled some markets to the extent that prices were fixed and small

businesses choked out Price fixing crippled normal market forces Employees were

terminated based on personalities Influence was applied through intimidation and

harassment Then society reacted and demanded that businesses place high value on

fairness and equal rights Anti-trust laws were instituted Government agencies were

established Unions were organized Laws and regulations were established

2) Ethics help maintain a moral course in turbulent times

Attention to business ethics is critical during times of fundamental change -- times

much like those faced now by businesses both non-profit or for-profit During times

of change there is often no clear moral compass to guide leaders through complex

1 Carter McNamara MBA PhD Authenticity Consulting LLC

3

conflicts about what is right or wrong Continuing attention to ethics in the

workplace sensitizes leaders and staff to how they want to act -- consistently

3) Ethics cultivate strong teamwork and productivity

Ethics programs align employee behaviors with those top priority ethical values

preferred by leaders of the organization Usually an organization finds surprising

disparity between its preferred values and the values actually reflected by behaviors

in the workplace Ongoing attention and dialogue regarding values in the workplace

builds openness integrity and community -- critical ingredients of strong teams in

the workplace Employees feel strong alignment between their values and those of

the organization They react with strong motivation and performance

4) Ethics support employee growth and meaning

Attention to ethics in the workplace helps employees face reality both good and bad

-- in the organization and themselves Employees feel full confidence they can admit

and deal with whatever comes their way Bennett in his article Unethical Behavior

Stress Appear Linked (Wall Street Journal April 11 1991 p B1) explained that a

consulting company tested a range of executives and managers Their most striking

finding the more emotionally healthy executives as measured on a battery of tests

the more likely they were to score high on ethics tests

5) Ethics programs are an insurance policy -- they help ensure that policies are legal

There is an increasing number of lawsuits in regard to personnel matters and to

effects of an organizationrsquos services or products on stakeholders Ethical principles

are often applied to current major ethical issues to become legislation Attention to

ethics ensures highly ethical policies and procedures in the workplace A major

intent of well-designed personnel policies is to ensure ethical treatment of

employees eg in matters of hiring evaluating disciplining firing etc

6) Ethics help avoid criminal acts ldquoof omissionrdquo and can lower fines

Ethics programs tend to detect ethical issues and violations early on so they can be

reported or addressed In some cases when an organization is aware of an actual or

potential violation and does not report it to the appropriate authorities this can be

4

considered a criminal act eg in business dealings with certain government

agencies such as the Defense Department

7) Ethics help manage values associated with quality management strategic planning

and diversity management -- this benefit needs far more attention

Ethics identify preferred values and ensuring organizational behaviors are aligned with

those values This effort includes recording the values developing policies and procedures

to align behaviours with preferred values and then training all personnel about the

policies and procedures This overall effort is very useful for several other programs in the

workplace that require behaviors to be aligned with values including quality

management strategic planning and diversity management Ethics management

techniques are highly useful for managing strategic values eg expand market-share

reduce costs etc and are also useful in managing diversity Diversity is much more than

the color of peoplersquos skin -- itrsquos acknowledging different values and perspectives

8) Ethics promote a strong public image

Attention to ethics is also strong public relations -- admittedly managing ethics

should not be done primarily for reasons of public relations But frankly the fact

that an organization regularly gives attention to its ethics can portray a strong

positive to the public People see those organizations as valuing people more than

profit as striving to operate with the utmost of integrity and honor Aligning

behavior with values is critical to effective marketing and public relations programs

9) Overall benefits of ethics

Donaldson and Davis in ldquoBusiness Ethics Yes But What Can it Do for the Bottom Linerdquo

(Management Decision V28 N6 1990) explain that managing ethical values in the

workplace legitimizes managerial actions strengthens the coherence amp balance of the

organizationrsquos culture improves trust in relationships between individuals amp groups

supports greater consistency in standards and qualities of products amp cultivates greater

sensitivity to the impact of the enterprisersquos values amp messages

10) Last - and most -- formal attention to ethics in the workplace is the right thing to

do

5

-2-

BACKGROUND OF RESEARCH AND PROBLEM STATEMENT

Unethical behaviour at workplace is a silent outbreak in the corporate world It has been

researched and evaluated widely over the years Every person has some good and bad

traits So there is always room for developing good ethics and improving character Clients

and customers know a company through its employees

A substantial number of complaints are being received by various government as well as

private organizations regarding dissatisfaction of employees in working environment

Employees with ethical values and better character succeed in presenting a good impression

of their company Mature employees carry out smoother activities at work place While the

situation is reversed if the employees turn out to be unethical

Employees who are the flesh and blood of an organization must have comfortable business

environment to work in but unfortunately it a phenomena world wide that the employees

are being treated like another commodity Especially female employees are prone to

unethical behaviors from peers and colleagues including sexual harassment at work This

research proposal emphasizes the need for ever increasing demand of the work

environment and that is the implementation of ethical standards in the organizations

In this project we will review the contour and character of a workplace unethical behaviour

and how to stop the work environment getting toxic in which such behaviour can crop up

6

-3-

RELATIONSHIP BETWEEN BUSINESS AND ETHICS

The relationship between business and ethics is intrinsically entwined A successful company

is one which can effectively recognize and cultivate the relationship which exists between

the two

Businesses that exhibit and promote strong corporate codes of ethics are more prosperous

in the long run because they show a commitment to an expectation of sound moral

behavior

This demonstrates a dedication to society customers employees and the business itself It

also enhances a companys reputation if they become commonly known as an ethical

company and this brings more value to the organization

The highly competitive environment in todays global economy puts pressures on company

leaders to remain profitable and to show a good return to stakeholders Often this pressure

can result in unethical decisions being made in order to deliver positive results When this

occurs it usually results in a pattern that gets passed down through the organization

As leaders show unethical behavior and perhaps even justify it even though they know to be

wrong this eventually becomes a part of organizational culture People follow by example

and the lack of moral judgment will spread Its easy to blame the system yet many fail to

realize the system is comprised of decision making individuals The relationship between

business and ethics is inherently linked but there are some who fail to make this

connection To determine business is business is not accurate as responsible (ethical)

decision making is an important component of doing good business

Todays society is an instant gratification one and people expect immediate results This is

perhaps part of the reason why some companies exhibit bad business practices Not the

only reason but perhaps a common one Obviously ones individual moral compass impacts

choices made in a business and when the cultural environment nurtures sound moral

philosophies and does not tolerate bad business practices the immoral acts will decline

Granted the unethical companies may initially make significant gains financially and deliver

the profits but at what cost When companies make unethical decisions it can result in

7

defective or rushed products unsubstantiated firing of employees and false presentations

of products to consumers Is this good for the company The fact is its an illusion Yes these

factors will all cut costs and give the appearance of profit but its inevitable that poor

choices will negatively impact the business and be more costly in the long run

In the long run managers and leaders who promote an atmosphere with low ethical

standards bring harm the business While it may not necessarily shut the business down it

will impact the potential to increase revenues to the fullest potential

Good business practices starts with management setting standards of whats expected and

they should lead by example The establishment of higher levels of ethical behavior within a

business benefits the company in many ways It displays strong values have been set for a

commitment to company philosophy and mission There is no good reason why a company

cannot make ethically sound decisions and still turn a profit Cheating andor lying do not

bring value to a business and it also affects employee morale Employees and reputation

are two very valuable assets and by promoting a morally sound environment for both

employees and customers this can only enhance those assets

Consumer trust and confidence in a business can only serve to benefit the company

Economic rules dictate that the larger a network the more value is added to that network If

customers can accurately rely on the fair treatment expertise and knowledge of a company

this will further expand their reputation as honest and as a result attract more customers

This ultimately economically benefits the company as well and their network will grow This

being the case it would be in a companys best interest to promote universal ethically good

behavior in the workplace

A positive reputation leads to higher profits and provides better service for the public Ethics

and business go hand in hand and cannot effectively be separated Ultimately implementing

a strong ethical policy is a win-win situation for all

8

-4-

OVERVIEW OF ISSUES IN BUSINESS ETHICS

41 General Business Ethics

Issues regarding the moral rights and duties between a company and its

shareholders fiduciary responsibility stakeholder concept v shareholder concept

Leadership issues corporate governance

Political contributions made by corporations

42 Ethics in Human Resource Management

The ethics of human resource management (HRM) covers those ethical issues arising

around the employer-employee relationship such as the rights and duties owed

between employer and employee

Discrimination issues include discrimination on the bases of age (ageism) gender

race religion disabilities weight and attractiveness See also affirmative action

sexual harassment

Issues affecting the privacy of the employer whistle-blowing

Issues relating to the fairness of the employment contract and the balance of power

between employer and employee slavery[4] indentured servitude employment law

43 Ethics in Accounting Information

Executive compensation concerns excessive payments made to corporate CEOs and

top management

Bribery kickbacks and facilitation payments while these may be in the (short-term)

interests of the company and its shareholders these practices may be anti-

competitive or offend against the values of society

44 Ethics in Sales and Marketing

Marketing which goes beyond the mere provision of information about (and access to)

a product may seek to manipulate our values and behavior To some extent society

regards this as acceptable but where is the ethical line to be drawn Marketing ethics

4

considered a criminal act eg in business dealings with certain government

agencies such as the Defense Department

7) Ethics help manage values associated with quality management strategic planning

and diversity management -- this benefit needs far more attention

Ethics identify preferred values and ensuring organizational behaviors are aligned with

those values This effort includes recording the values developing policies and procedures

to align behaviours with preferred values and then training all personnel about the

policies and procedures This overall effort is very useful for several other programs in the

workplace that require behaviors to be aligned with values including quality

management strategic planning and diversity management Ethics management

techniques are highly useful for managing strategic values eg expand market-share

reduce costs etc and are also useful in managing diversity Diversity is much more than

the color of peoplersquos skin -- itrsquos acknowledging different values and perspectives

8) Ethics promote a strong public image

Attention to ethics is also strong public relations -- admittedly managing ethics

should not be done primarily for reasons of public relations But frankly the fact

that an organization regularly gives attention to its ethics can portray a strong

positive to the public People see those organizations as valuing people more than

profit as striving to operate with the utmost of integrity and honor Aligning

behavior with values is critical to effective marketing and public relations programs

9) Overall benefits of ethics

Donaldson and Davis in ldquoBusiness Ethics Yes But What Can it Do for the Bottom Linerdquo

(Management Decision V28 N6 1990) explain that managing ethical values in the

workplace legitimizes managerial actions strengthens the coherence amp balance of the

organizationrsquos culture improves trust in relationships between individuals amp groups

supports greater consistency in standards and qualities of products amp cultivates greater

sensitivity to the impact of the enterprisersquos values amp messages

10) Last - and most -- formal attention to ethics in the workplace is the right thing to

do

5

-2-

BACKGROUND OF RESEARCH AND PROBLEM STATEMENT

Unethical behaviour at workplace is a silent outbreak in the corporate world It has been

researched and evaluated widely over the years Every person has some good and bad

traits So there is always room for developing good ethics and improving character Clients

and customers know a company through its employees

A substantial number of complaints are being received by various government as well as

private organizations regarding dissatisfaction of employees in working environment

Employees with ethical values and better character succeed in presenting a good impression

of their company Mature employees carry out smoother activities at work place While the

situation is reversed if the employees turn out to be unethical

Employees who are the flesh and blood of an organization must have comfortable business

environment to work in but unfortunately it a phenomena world wide that the employees

are being treated like another commodity Especially female employees are prone to

unethical behaviors from peers and colleagues including sexual harassment at work This

research proposal emphasizes the need for ever increasing demand of the work

environment and that is the implementation of ethical standards in the organizations

In this project we will review the contour and character of a workplace unethical behaviour

and how to stop the work environment getting toxic in which such behaviour can crop up

6

-3-

RELATIONSHIP BETWEEN BUSINESS AND ETHICS

The relationship between business and ethics is intrinsically entwined A successful company

is one which can effectively recognize and cultivate the relationship which exists between

the two

Businesses that exhibit and promote strong corporate codes of ethics are more prosperous

in the long run because they show a commitment to an expectation of sound moral

behavior

This demonstrates a dedication to society customers employees and the business itself It

also enhances a companys reputation if they become commonly known as an ethical

company and this brings more value to the organization

The highly competitive environment in todays global economy puts pressures on company

leaders to remain profitable and to show a good return to stakeholders Often this pressure

can result in unethical decisions being made in order to deliver positive results When this

occurs it usually results in a pattern that gets passed down through the organization

As leaders show unethical behavior and perhaps even justify it even though they know to be

wrong this eventually becomes a part of organizational culture People follow by example

and the lack of moral judgment will spread Its easy to blame the system yet many fail to

realize the system is comprised of decision making individuals The relationship between

business and ethics is inherently linked but there are some who fail to make this

connection To determine business is business is not accurate as responsible (ethical)

decision making is an important component of doing good business

Todays society is an instant gratification one and people expect immediate results This is

perhaps part of the reason why some companies exhibit bad business practices Not the

only reason but perhaps a common one Obviously ones individual moral compass impacts

choices made in a business and when the cultural environment nurtures sound moral

philosophies and does not tolerate bad business practices the immoral acts will decline

Granted the unethical companies may initially make significant gains financially and deliver

the profits but at what cost When companies make unethical decisions it can result in

7

defective or rushed products unsubstantiated firing of employees and false presentations

of products to consumers Is this good for the company The fact is its an illusion Yes these

factors will all cut costs and give the appearance of profit but its inevitable that poor

choices will negatively impact the business and be more costly in the long run

In the long run managers and leaders who promote an atmosphere with low ethical

standards bring harm the business While it may not necessarily shut the business down it

will impact the potential to increase revenues to the fullest potential

Good business practices starts with management setting standards of whats expected and

they should lead by example The establishment of higher levels of ethical behavior within a

business benefits the company in many ways It displays strong values have been set for a

commitment to company philosophy and mission There is no good reason why a company

cannot make ethically sound decisions and still turn a profit Cheating andor lying do not

bring value to a business and it also affects employee morale Employees and reputation

are two very valuable assets and by promoting a morally sound environment for both

employees and customers this can only enhance those assets

Consumer trust and confidence in a business can only serve to benefit the company

Economic rules dictate that the larger a network the more value is added to that network If

customers can accurately rely on the fair treatment expertise and knowledge of a company

this will further expand their reputation as honest and as a result attract more customers

This ultimately economically benefits the company as well and their network will grow This

being the case it would be in a companys best interest to promote universal ethically good

behavior in the workplace

A positive reputation leads to higher profits and provides better service for the public Ethics

and business go hand in hand and cannot effectively be separated Ultimately implementing

a strong ethical policy is a win-win situation for all

8

-4-

OVERVIEW OF ISSUES IN BUSINESS ETHICS

41 General Business Ethics

Issues regarding the moral rights and duties between a company and its

shareholders fiduciary responsibility stakeholder concept v shareholder concept

Leadership issues corporate governance

Political contributions made by corporations

42 Ethics in Human Resource Management

The ethics of human resource management (HRM) covers those ethical issues arising

around the employer-employee relationship such as the rights and duties owed

between employer and employee

Discrimination issues include discrimination on the bases of age (ageism) gender

race religion disabilities weight and attractiveness See also affirmative action

sexual harassment

Issues affecting the privacy of the employer whistle-blowing

Issues relating to the fairness of the employment contract and the balance of power

between employer and employee slavery[4] indentured servitude employment law

43 Ethics in Accounting Information

Executive compensation concerns excessive payments made to corporate CEOs and

top management

Bribery kickbacks and facilitation payments while these may be in the (short-term)

interests of the company and its shareholders these practices may be anti-

competitive or offend against the values of society

44 Ethics in Sales and Marketing

Marketing which goes beyond the mere provision of information about (and access to)

a product may seek to manipulate our values and behavior To some extent society

regards this as acceptable but where is the ethical line to be drawn Marketing ethics

5

-2-

BACKGROUND OF RESEARCH AND PROBLEM STATEMENT

Unethical behaviour at workplace is a silent outbreak in the corporate world It has been

researched and evaluated widely over the years Every person has some good and bad

traits So there is always room for developing good ethics and improving character Clients

and customers know a company through its employees

A substantial number of complaints are being received by various government as well as

private organizations regarding dissatisfaction of employees in working environment

Employees with ethical values and better character succeed in presenting a good impression

of their company Mature employees carry out smoother activities at work place While the

situation is reversed if the employees turn out to be unethical

Employees who are the flesh and blood of an organization must have comfortable business

environment to work in but unfortunately it a phenomena world wide that the employees

are being treated like another commodity Especially female employees are prone to

unethical behaviors from peers and colleagues including sexual harassment at work This

research proposal emphasizes the need for ever increasing demand of the work

environment and that is the implementation of ethical standards in the organizations

In this project we will review the contour and character of a workplace unethical behaviour

and how to stop the work environment getting toxic in which such behaviour can crop up

6

-3-

RELATIONSHIP BETWEEN BUSINESS AND ETHICS

The relationship between business and ethics is intrinsically entwined A successful company

is one which can effectively recognize and cultivate the relationship which exists between

the two

Businesses that exhibit and promote strong corporate codes of ethics are more prosperous

in the long run because they show a commitment to an expectation of sound moral

behavior

This demonstrates a dedication to society customers employees and the business itself It

also enhances a companys reputation if they become commonly known as an ethical

company and this brings more value to the organization

The highly competitive environment in todays global economy puts pressures on company

leaders to remain profitable and to show a good return to stakeholders Often this pressure

can result in unethical decisions being made in order to deliver positive results When this

occurs it usually results in a pattern that gets passed down through the organization

As leaders show unethical behavior and perhaps even justify it even though they know to be

wrong this eventually becomes a part of organizational culture People follow by example

and the lack of moral judgment will spread Its easy to blame the system yet many fail to

realize the system is comprised of decision making individuals The relationship between

business and ethics is inherently linked but there are some who fail to make this

connection To determine business is business is not accurate as responsible (ethical)

decision making is an important component of doing good business

Todays society is an instant gratification one and people expect immediate results This is

perhaps part of the reason why some companies exhibit bad business practices Not the

only reason but perhaps a common one Obviously ones individual moral compass impacts

choices made in a business and when the cultural environment nurtures sound moral

philosophies and does not tolerate bad business practices the immoral acts will decline

Granted the unethical companies may initially make significant gains financially and deliver

the profits but at what cost When companies make unethical decisions it can result in

7

defective or rushed products unsubstantiated firing of employees and false presentations

of products to consumers Is this good for the company The fact is its an illusion Yes these

factors will all cut costs and give the appearance of profit but its inevitable that poor

choices will negatively impact the business and be more costly in the long run

In the long run managers and leaders who promote an atmosphere with low ethical

standards bring harm the business While it may not necessarily shut the business down it

will impact the potential to increase revenues to the fullest potential

Good business practices starts with management setting standards of whats expected and

they should lead by example The establishment of higher levels of ethical behavior within a

business benefits the company in many ways It displays strong values have been set for a

commitment to company philosophy and mission There is no good reason why a company

cannot make ethically sound decisions and still turn a profit Cheating andor lying do not

bring value to a business and it also affects employee morale Employees and reputation

are two very valuable assets and by promoting a morally sound environment for both

employees and customers this can only enhance those assets

Consumer trust and confidence in a business can only serve to benefit the company

Economic rules dictate that the larger a network the more value is added to that network If

customers can accurately rely on the fair treatment expertise and knowledge of a company

this will further expand their reputation as honest and as a result attract more customers

This ultimately economically benefits the company as well and their network will grow This

being the case it would be in a companys best interest to promote universal ethically good

behavior in the workplace

A positive reputation leads to higher profits and provides better service for the public Ethics

and business go hand in hand and cannot effectively be separated Ultimately implementing

a strong ethical policy is a win-win situation for all

8

-4-

OVERVIEW OF ISSUES IN BUSINESS ETHICS

41 General Business Ethics

Issues regarding the moral rights and duties between a company and its

shareholders fiduciary responsibility stakeholder concept v shareholder concept

Leadership issues corporate governance

Political contributions made by corporations

42 Ethics in Human Resource Management

The ethics of human resource management (HRM) covers those ethical issues arising

around the employer-employee relationship such as the rights and duties owed

between employer and employee

Discrimination issues include discrimination on the bases of age (ageism) gender

race religion disabilities weight and attractiveness See also affirmative action

sexual harassment

Issues affecting the privacy of the employer whistle-blowing

Issues relating to the fairness of the employment contract and the balance of power

between employer and employee slavery[4] indentured servitude employment law

43 Ethics in Accounting Information

Executive compensation concerns excessive payments made to corporate CEOs and

top management

Bribery kickbacks and facilitation payments while these may be in the (short-term)

interests of the company and its shareholders these practices may be anti-

competitive or offend against the values of society

44 Ethics in Sales and Marketing

Marketing which goes beyond the mere provision of information about (and access to)

a product may seek to manipulate our values and behavior To some extent society

regards this as acceptable but where is the ethical line to be drawn Marketing ethics

6

-3-

RELATIONSHIP BETWEEN BUSINESS AND ETHICS

The relationship between business and ethics is intrinsically entwined A successful company

is one which can effectively recognize and cultivate the relationship which exists between

the two

Businesses that exhibit and promote strong corporate codes of ethics are more prosperous

in the long run because they show a commitment to an expectation of sound moral

behavior

This demonstrates a dedication to society customers employees and the business itself It

also enhances a companys reputation if they become commonly known as an ethical

company and this brings more value to the organization

The highly competitive environment in todays global economy puts pressures on company

leaders to remain profitable and to show a good return to stakeholders Often this pressure

can result in unethical decisions being made in order to deliver positive results When this

occurs it usually results in a pattern that gets passed down through the organization

As leaders show unethical behavior and perhaps even justify it even though they know to be

wrong this eventually becomes a part of organizational culture People follow by example

and the lack of moral judgment will spread Its easy to blame the system yet many fail to

realize the system is comprised of decision making individuals The relationship between

business and ethics is inherently linked but there are some who fail to make this

connection To determine business is business is not accurate as responsible (ethical)

decision making is an important component of doing good business

Todays society is an instant gratification one and people expect immediate results This is

perhaps part of the reason why some companies exhibit bad business practices Not the

only reason but perhaps a common one Obviously ones individual moral compass impacts

choices made in a business and when the cultural environment nurtures sound moral

philosophies and does not tolerate bad business practices the immoral acts will decline

Granted the unethical companies may initially make significant gains financially and deliver

the profits but at what cost When companies make unethical decisions it can result in

7

defective or rushed products unsubstantiated firing of employees and false presentations

of products to consumers Is this good for the company The fact is its an illusion Yes these

factors will all cut costs and give the appearance of profit but its inevitable that poor

choices will negatively impact the business and be more costly in the long run

In the long run managers and leaders who promote an atmosphere with low ethical

standards bring harm the business While it may not necessarily shut the business down it

will impact the potential to increase revenues to the fullest potential

Good business practices starts with management setting standards of whats expected and

they should lead by example The establishment of higher levels of ethical behavior within a

business benefits the company in many ways It displays strong values have been set for a

commitment to company philosophy and mission There is no good reason why a company

cannot make ethically sound decisions and still turn a profit Cheating andor lying do not

bring value to a business and it also affects employee morale Employees and reputation

are two very valuable assets and by promoting a morally sound environment for both

employees and customers this can only enhance those assets

Consumer trust and confidence in a business can only serve to benefit the company

Economic rules dictate that the larger a network the more value is added to that network If

customers can accurately rely on the fair treatment expertise and knowledge of a company

this will further expand their reputation as honest and as a result attract more customers

This ultimately economically benefits the company as well and their network will grow This

being the case it would be in a companys best interest to promote universal ethically good

behavior in the workplace

A positive reputation leads to higher profits and provides better service for the public Ethics

and business go hand in hand and cannot effectively be separated Ultimately implementing

a strong ethical policy is a win-win situation for all

8

-4-

OVERVIEW OF ISSUES IN BUSINESS ETHICS

41 General Business Ethics

Issues regarding the moral rights and duties between a company and its

shareholders fiduciary responsibility stakeholder concept v shareholder concept

Leadership issues corporate governance

Political contributions made by corporations

42 Ethics in Human Resource Management

The ethics of human resource management (HRM) covers those ethical issues arising

around the employer-employee relationship such as the rights and duties owed

between employer and employee

Discrimination issues include discrimination on the bases of age (ageism) gender

race religion disabilities weight and attractiveness See also affirmative action

sexual harassment

Issues affecting the privacy of the employer whistle-blowing

Issues relating to the fairness of the employment contract and the balance of power

between employer and employee slavery[4] indentured servitude employment law

43 Ethics in Accounting Information

Executive compensation concerns excessive payments made to corporate CEOs and

top management

Bribery kickbacks and facilitation payments while these may be in the (short-term)

interests of the company and its shareholders these practices may be anti-

competitive or offend against the values of society

44 Ethics in Sales and Marketing

Marketing which goes beyond the mere provision of information about (and access to)

a product may seek to manipulate our values and behavior To some extent society

regards this as acceptable but where is the ethical line to be drawn Marketing ethics

7

defective or rushed products unsubstantiated firing of employees and false presentations

of products to consumers Is this good for the company The fact is its an illusion Yes these

factors will all cut costs and give the appearance of profit but its inevitable that poor

choices will negatively impact the business and be more costly in the long run

In the long run managers and leaders who promote an atmosphere with low ethical

standards bring harm the business While it may not necessarily shut the business down it

will impact the potential to increase revenues to the fullest potential

Good business practices starts with management setting standards of whats expected and

they should lead by example The establishment of higher levels of ethical behavior within a

business benefits the company in many ways It displays strong values have been set for a

commitment to company philosophy and mission There is no good reason why a company

cannot make ethically sound decisions and still turn a profit Cheating andor lying do not

bring value to a business and it also affects employee morale Employees and reputation

are two very valuable assets and by promoting a morally sound environment for both

employees and customers this can only enhance those assets

Consumer trust and confidence in a business can only serve to benefit the company

Economic rules dictate that the larger a network the more value is added to that network If

customers can accurately rely on the fair treatment expertise and knowledge of a company

this will further expand their reputation as honest and as a result attract more customers

This ultimately economically benefits the company as well and their network will grow This

being the case it would be in a companys best interest to promote universal ethically good

behavior in the workplace

A positive reputation leads to higher profits and provides better service for the public Ethics

and business go hand in hand and cannot effectively be separated Ultimately implementing

a strong ethical policy is a win-win situation for all

8

-4-

OVERVIEW OF ISSUES IN BUSINESS ETHICS

41 General Business Ethics

Issues regarding the moral rights and duties between a company and its

shareholders fiduciary responsibility stakeholder concept v shareholder concept

Leadership issues corporate governance

Political contributions made by corporations

42 Ethics in Human Resource Management

The ethics of human resource management (HRM) covers those ethical issues arising

around the employer-employee relationship such as the rights and duties owed

between employer and employee

Discrimination issues include discrimination on the bases of age (ageism) gender

race religion disabilities weight and attractiveness See also affirmative action

sexual harassment

Issues affecting the privacy of the employer whistle-blowing

Issues relating to the fairness of the employment contract and the balance of power

between employer and employee slavery[4] indentured servitude employment law

43 Ethics in Accounting Information

Executive compensation concerns excessive payments made to corporate CEOs and

top management

Bribery kickbacks and facilitation payments while these may be in the (short-term)

interests of the company and its shareholders these practices may be anti-

competitive or offend against the values of society

44 Ethics in Sales and Marketing

Marketing which goes beyond the mere provision of information about (and access to)

a product may seek to manipulate our values and behavior To some extent society

regards this as acceptable but where is the ethical line to be drawn Marketing ethics

8

-4-

OVERVIEW OF ISSUES IN BUSINESS ETHICS

41 General Business Ethics

Issues regarding the moral rights and duties between a company and its

shareholders fiduciary responsibility stakeholder concept v shareholder concept

Leadership issues corporate governance

Political contributions made by corporations

42 Ethics in Human Resource Management

The ethics of human resource management (HRM) covers those ethical issues arising

around the employer-employee relationship such as the rights and duties owed

between employer and employee

Discrimination issues include discrimination on the bases of age (ageism) gender

race religion disabilities weight and attractiveness See also affirmative action

sexual harassment

Issues affecting the privacy of the employer whistle-blowing

Issues relating to the fairness of the employment contract and the balance of power

between employer and employee slavery[4] indentured servitude employment law

43 Ethics in Accounting Information

Executive compensation concerns excessive payments made to corporate CEOs and

top management

Bribery kickbacks and facilitation payments while these may be in the (short-term)

interests of the company and its shareholders these practices may be anti-

competitive or offend against the values of society

44 Ethics in Sales and Marketing

Marketing which goes beyond the mere provision of information about (and access to)

a product may seek to manipulate our values and behavior To some extent society

regards this as acceptable but where is the ethical line to be drawn Marketing ethics

9

overlaps strongly with media ethics because marketing makes heavy use of media

However media ethics is a much larger topic and extends outside business ethics

Pricing price fixing price discrimination price skimming

Anti-competitive practices these include but go beyond pricing tactics to cover

issues such as manipulation of loyalty and supply chains See anti-competitive

practices antitrust law

45 Ethics in Production

This area of business ethics deals with the duties of a company to ensure that products

and production processes do not cause harm Some of the more acute dilemmas in this

area arise out of the fact that there is usually a degree of danger in any product or

production process and it is difficult to define a degree of permissibility or the degree

of permissibility may depend on the changing state of preventative technologies or

changing social perceptions of acceptable risk

Defective addictive and inherently dangerous products and services (eg tobacco

alcohol weapons motor vehicles chemical manufacturing bungee jumping)

Ethical relations between the company and the environment pollution

environmental ethics carbon emissions trading

10

-5-

ETHICAL ISSUES AND APPROACHES

Philosophers and others disagree about the purpose of a business ethic in society For

example some suggest that the principal purpose of a business is to maximize returns to its

owners or in the case of a publicly-traded concern its shareholders Thus under this view

only those activities that increase profitability and shareholder value should be encouraged

because any others function as a tax on profits Some believe that the only companies that

are likely to survive in a competitive marketplace are those that place profit maximization

above everything else However some point out that self-interest would still require a

business to obey the law and adhere to basic moral rules because the consequences of

failing to do so could be very costly in fines loss of licensure or company reputation The

noted economist Milton Friedman was a leading proponent of this view

Some take the position that organizations are not capable of moral agency Under this

ethical behavior is required of individual human beings but not of the business or

corporation

Other theorists contend that a business has moral duties that extend well beyond serving

the interests of its owners or stockholders and that these duties consist of more than

simply obeying the law They believe a business has moral responsibilities to so-called

stakeholders people who have an interest in the conduct of the business which might

include employees customers vendors the local community or even society as a whole

Stakeholders can also broken down into primary and secondary stakeholders Primary

stakeholders are people that are affected directly such as stockholders where secondary

stakeholders are people who are not affected directly such as the government They would

say that stakeholders have certain rights with regard to how the business operates and

some would suggest that this includes even rights of governance

Some theorists have adapted social contract theory to business whereby companies

become quasi-democratic associations and employees and other stakeholders are given

voice over a companys operations This approach has become especially popular

subsequent to the revival of contract theory in political philosophy which is largely due to

John Rawls A Theory of Justice and the advent of the consensus-oriented approach to

11

solving business problems an aspect of the quality movement that emerged in the 1980s

Professors Thomas Donaldson and Thomas Dunfee proposed a version of contract theory

for business which they call Integrative Social Contracts Theory They posit that conflicting

interests are best resolved by formulating a fair agreement between the parties using a

combination of i) macro-principles that all rational people would agree upon as universal

principles and ii) micro-principles formulated by actual agreements among the interested

parties Critics say the proponents of contract theories miss a central point namely that a

business is someones property and not a mini-state or a means of distributing social justice

Ethical issues can arise when companies must comply with multiple and sometimes

conflicting legal or cultural standards as in the case of multinational companies that

operate in countries with varying practices The question arises for example ought a

company to obey the laws of its home country or should it follow the less stringent laws of

the developing country in which it does business To illustrate United States law forbids

companies from paying bribes either domestically or overseas however in other parts of

the world bribery is a customary accepted way of doing business Similar problems can

occur with regard to child labor employee safety work hours wages discrimination and

environmental protection laws

It is sometimes claimed that a Greshams law of ethics applies in which bad ethical practices

drive out good ethical practices It is claimed that in a competitive business environment

those companies that survive are the ones that recognize that their only role is to maximize

profits

12

-6-

ETHICAL VALUES EMPLOYEE SHOULD ADOPT FOR BUSINESS SUCCESS

Good business ethics based on a set of moral and ethical values These work ethics values

must be absolute - that is one must take them seriously enough to override any human

rationalization weakness ego or personal faults When all else fails they will always look

back to these core work ethic values to guide them Unfortunately life is not that easy and

theres always disagreement about what values should reign supreme

Besides business ethics training its about values In a nutshell their values are your values

in the context of morals and ethics at work It is about your integrity at work Your freedom

to choose your own ethical values is somewhat limited

Look behind successful honest businesses and you will see a set morals and ethics at work

values that have stood the test of time Think about how these values are communicated in

your organization and what you can do to support workplace behavior ethics Here are

some important values

61 Honesty

The old adage honesty is the best policy is true today more than ever Its not just lip

service Employee business ethics manuals from most scandalized corporations are likely

to contain slogans touting its commitment to honesty and integrity at work Claiming to

be honest and have good business ethics in an employee manual is passeacute Youre either

honest or not Even if you havent got caught yet most people know who is amp who isnt

62 Integrity at Work

Integrity connotes strength and stability It means taking the high road by practicing the

highest business ethics standards Demonstrating integrity in the workplace shows

completeness and soundness in your character and in your organization It shows that

you have solid workplace behavior ethics that matter in the real world that promote

positive work ethics

63 Responsibility

Blaming others claiming victimhood or passing the buck may solve short-term crises

but refusal to take responsibility erodes respect and cohesion in an organization Ethical

people take responsibility for their actions Workplace stress issues are no excuse

13

Likewise actions show the ability to be responsible both in the little and big things

Good work ethics show a deeper commitment to personal responsibility

64 Quality

Quality should be more than making the best product but should extend to every aspect

of your work A person who recognizes quality and strives for it daily has a profound

sense of self-respect pride in accomplishment and attentiveness that affects

everything From your memos to your presentations everything you touch should

communicate professionalism and quality Dont let workplace stress issues rob you of

striving for quality in everything you do

65 Trust

Theres no free ride to good work ethics Trust is hard to earn and even harder to get

back after youve lost it Everyone who comes in contact with you ors your company

must have trust and confidence in how you do business ethics Conflicts of interest in

the workplace must not be on your radar screen

66 Respect

Respect is more than a feeling but a demonstration of honor value and reverence for

something or someone We respect the laws the people we work with the company

and its assets and ourselves

67 Teamwork

Two or more employees together make a team It is a business necessity to work openly

and supportively in teams whether formal or informal You need each other for effective

problem solving in the work place

68 Leadership

How many hardworking honest employees have been tainted and led astray by

corporate leadership failings Managers and executives should uphold the ethical

standards for the entire organization A leader is out front providing an example that

others will follow Problem solving in the work place must be your first response The

real test of these values comes from the resulting action It takes a concerted company-

wide effort beyond inserting these words in an employee manual to make it happen

First management must lead by example Good work ethics should be most noticeable

at the top Every employee must be accountable to the same rules

14

Second a corporate values or ethics initiative must be sold and marketed

aggressively throughout a company Every forum and medium should be used to spread

the good message Of course it will only be credible if the company is practicing what it

preaches

Third ethics training must be provided to get everyone on the same page Its easy to

ignore a motivational speech or pass by a poster but spending time learning about the

issues will have a lasting impact This must include integrated compliance solutions and

promote integrity in the work place

Fourth both you and the company must be in it for the long haul The ethics training

fervor should extend to the next generation of employees The longer it lasts the more

ingrained the principles will become

Despite failings of some there is plenty of room at the table for positive work ethics and

profitable business to reside Together they can lay the cornerstone for a secure and

prosperous society These values you can put in the employee manual and mean it

15

-7-

SIGNIFICANCE OF THE STUDY

In his recent and insightful article Hosmer (1994) argued that ethics are a good business

investment essentially because they entail positive externalities They are a prerequisite for

building trust with various inside and outside stakeholders Such trust in turn is a

prerequisite for loyal and innovative long-term cooperation Synergies are only possible

through cooperation and in areas where actions of others are difficult to supervise trust

built on long-term ethical behaviour becomes the only practical way to capture such

synergies

Hostile and unethical behaviours at office by Professor Joel Neuman Center for Applied

Management State University of New York at New Paltz are

1 Talking behind back

2 Interrupting others while they are speaking or working

3 Being pompous acting in an arrogant manner

4 Criticizing someonersquos opinion in front of others

5 Never returning phone calls or ignoring memos

6 Giving silent treatment

7 Being abusive

8 Verbal forms of sexual harassment

9 Staring dirty looks or other negative eye contact

10 Intentionally damning with faint praise

11 The need to control others through verbal threats and physical actions

12 Quicker to anger and sooner to use force than others

A workplace unethical behaviour is always with a history of aggressive behaviour The

positive and negative habits and to maintain them or break them respectively need to be

focused Routine behaviours in the case of a bully become the chosen way to relate with

people at work place Such behaviour is toxic vicious and often times illegitimate The

workplace never promotes such behaviour but there are some environments which

become favourable for aggressive behaviours

16

Our focus in this paper is on the ethical principles which relate to business and which are

contained in the religion of Islam Islam is generally misunderstood and it is often surprising

to some that it contains an entire socio-economic system In Islam it is ethics that

dominates economics and not the other way around (Naqvi 1981) My purpose is twofold

(1) to share a perspective on business ethics little known in the west which may stimulate

further thinking and debate on the relationships between ethics and business and (2) to

provide some knowledge of Islamic philosophy in order to help managers doing business in

Muslim cultures deal with cultural differences

17

-8-

LITERATURE REVIEW

Studies have shown that ethics effect the employee performance in various ways Imagine a

female worker who is continuously harassed by her co worker Will she be able to do her

daily job comfortably if she is in continuous jeopardy of being sexually harassed by her

colleagues Imagine the case of an employee who is taunted and teased by his co workers

just because of his colour or creed It is not hard to imagine as to how that employee shall

be performing at work The famous Hawthorne Studies conducted by General Electric

Engineers speaks volume about effect of ethics upon employee performance General

Electric Engineers conducted survey of a factory and divided the factory into two groups

One group was given good working environment and monetary benefits and the other

group was denied the two things but was given their favourite to work with In the

conclusion it was concluded by GE engineers that workers who were given work with their

favourites were happier and satisfied than those who were just given salary and good

working environment So the conclusion follows that a worker likes to be respected and give

respect and money is although an important stimulant for work but if the same worker is

not given respect and honour he would leave the job and reject monetary incentives In

work place if workers get a feeling of discrimination they loose interest in jobs Absenteeism

rises and worker do not come up to the expectations of the company

From religious point of view also the emphasis on ethics is obvious Be it selling or hiring or

letting moral standards should always be kept in view There exists in most societies a

relative scarcity of resources with unlimited claims upon them A free-market capitalist

economy uses market determined prices as a filtering mechanism to distribute resources

The use of the price system alone however can frustrate the realization of socio-economic

goals Under a system of state control the allocation of resources is in the hands of a

bureaucracy which is cumbersome and inefficient According to Chapra (1992) the market

system should be maintained but that the price mechanism be complemented with a

device that minimizes unnecessary claims on resources This device is the moral filter This

means that people would pass their potential claims on resources through the filter of

Islamic values so that many claims would be eliminated before being expressed in the

marketplace Resources would not be allowed to be diverted to the production of luxuries

18

until the production of necessities was ensured in sufficient quantities (Siddiqi 1981) The

definition of luxurious or extravagant is related to the average standards of consumption in

a society the idea being that large departure from the standards would not be permissible

Unethical decision-making behaviour within organizations has received increasing attention

over the past ten years As a result a plethora of studies have examined the relationship

between gender and business ethics However these studies report conflicting results as to

whether or not men and women differ with regards to business ethics In this article we

propose that gender identity theory [Spence 1993 Journal of Personality and Social

Psychology 64 624ndash635] provides both the theory and empirical measures to explore the

influence of psychological gender traits and gender-role attitudes on ethical perceptions of

workplace behaviours Statistical analyses of the data reveal that based on sex alone no

differences occur between men and women in their ethical perceptions Yet when a

multidimensional approach to gender is applied results show that expressive traits and

egalitarian gender-role attitudes contribute to both menrsquos and womenrsquos propensity to

perceive unethical workplace behaviours as unethical

Many studies report sex differences in ethical perceptions of managers and future business

leaders (ie business students) The general conclusion of this research stream is that men

are more willing than women to behave unethically and women are significantly more likely

than men to view certain questionable acts as unethical (Beu et al 2003 Dawson 1997

Mason and Mudrack 1996 Smith and Oakley 1997) Yet other research finds no

differences when comparing men and women (cf Robin and Babin 1997 Roxas and

Stoneback 2004) An explanation for these contradictory findings is that even though

ethicality and moral reasoning are influenced by more than biology the complex gender

construct is measured as a dichotomous variable which is sex Substantial support exists for

the argument that social personal individual and situational variables must be considered

(egBendixen et al 1998 Bommer et al 1987 Damon 1988 Gibbs 1991 Roxas and

Stoneback 102 A Catherine McCabe et al

Drake and Drake (California Management Review V16 pp 107-123) note that ldquoan

employer can be subject to suit for breach of contract for failure to comply with any

promise it made so the gap between stated corporate culture and actual practice has

significant legal as well as ethical implicationsrdquo

19

-9-

EFFECTS OF ETHICS ON EMPLOYEE PERFORMANCE

ldquoDo all the good you can by all the means you can in all the ways

you can in all the places you can at all the times you can to all

the people you can as long as ever you canrdquo John Wesley

According to a survey 91 of all employed adults agreed that workers are more likely to

behave ethically at work when their employer is good at communicating and promoting a

strong work-life balance

To attract and retain talent its imperative that employers provide employees with the

means to attain a healthy work-life balance says Sharon Allen chairman of the board at

Deloitte USA This isnt only key to job satisfaction and retaining your most valued

employees but its also critical in fostering an ethical workplace culture she says

A strong ethics program can reap many concrete benefits for an organization from

increasing customer satisfaction to improving employee morale to conserving resources

and saving costs Herersquos some of the evidence that doing the right thing is also doing the

smart thing Following are some of the effects that ethical or unethical behaviour leaves on

the employee behaviour

91 Improving Employee Morale

Many businesses think that motivating employees to do their best without giving big

rewards isnt possible However monetary rewards are rarely mentioned as ways to

improve employee morale on a long-term basis There are many great ways to get

employees excited about their jobs without spending a lot of money Organizations that

support ethical decision makingmdashespecially organizations whose ethics programs focus

on achieving high standards instead of simply complying with policy or law can expect to

have happier more dedicated employees Three ethical behaviours that increase

employee morale are

911 Reward Great Work with Flexible Scheduling

One of the ways to make employees happiest is to be flexible on scheduling If it is

possible for an employee to work from home one day or come in earlier to be

20

able to leave earlier these are really great reward options For a business where

this type of schedule isnt possible another option such as allowing employees to

work for 10-hour days and take a three-day weekend on a rotating basis may

work better

912 Say Thank You to Keep Employees Happy

Believe it or not a simple thank you can mean more to an employee than money

The key to thanking employees is to be specific and timely Dont just come up to

someone three weeks or three months after he has done something and say

something along the lines of Keep up the good work Instead go to the

employee as soon as possible and say David thanks for your hard work on the

ABC Company project yesterday Your idea to have the company use a different

vendor really helped them cut costs and showed them that we care about keeping

them happy Your employee will know that you truly do appreciate him because

you mentioned a specific instance where he was helpful

913 Offer Small Rewards

It may be impossible to give your employees an all-expense-paid cruise but a Rs

5000- gift certificate to a local discount store as a thanks for a good job or a Rs

2500- gift certificate to a local restaurant on their birthday is probably within

your reach Even small rewards can make a big difference to employees because

for most people the thought really is what counts Year-end bonuses are also

always a great way to improve morale even if they arent very big

Poor ethical behavior decreases employee morale Morale is the base of motivation

Motivation is a key component of productivity Regardless of whether poor

management is the result of incompetence or leadership deficits employees refuse

to exert effort for someone who is unable to manage projects or people Lower

employee productivity increases labor costs

Any organization that has low morale also has high turnover The effects of turnover

on the bottom line are well-documented higher training costs and lower worker

expertise Recruitment becomes virtually impossible as word travels fast about a

poorly run operation especially in the Internet era The quality of applicants is lower

21

and the human resource nightmare becomes a vicious money draining cycle Low

morale begets high turnover which causes higher costs which leads to an employee

exodus that further erodes morale Running in circles is a poor managers legacy

92 Increased Customer Satisfaction

In todayrsquos competitive market place itrsquos hard to differentiate your product and service

offerings from your competition The technology available to both you and your

competitors has made it easier to duplicate each otherrsquos products and services Because

of this itrsquos difficult to rely on features alone to differentiate your company from the

competition Excellent customer service is one of the few ways to achieve a sustainable

competitive advantage When organizations support ethical practicesmdashfor example in

hospitals by encouraging clinicians to actively involve patients in decisions about their

health caremdashpatients do better clinically and say theyrsquore more satisfied with the care

they receive Same goes to other professional bodies A satisfied employee breeds

customer satisfaction Customer flight decreases revenue The money dries up and a

company must cut costs in order to match the revenue decline In most cases the first

place the cost cutters look is labor People are furloughed or bought out with an early

retirement package The remaining employees sit nervously as their desks wondering if

theyre next

93 Enhanced Productivity

A strong corporate ethics culture can improve not only employee morale but also

performance and help to improve an organizationrsquos efficiency and productivity An

effective ethics program also makes it easier to recruit and retain quality staff Instead

of firing their employees many leading companies use more innovative ways to boost

productivity and cut costs Experience has shown that the best ideas to cut costs and

improve productivity are not found in corporate board rooms The best ideas are found

with those who are closest to the work People on the front line already know what

keeps them from doing their best They know which procedures and processes keep

them from providing good service All they need is a system to get those ideas identified

and implemented

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

16

Our focus in this paper is on the ethical principles which relate to business and which are

contained in the religion of Islam Islam is generally misunderstood and it is often surprising

to some that it contains an entire socio-economic system In Islam it is ethics that

dominates economics and not the other way around (Naqvi 1981) My purpose is twofold

(1) to share a perspective on business ethics little known in the west which may stimulate

further thinking and debate on the relationships between ethics and business and (2) to

provide some knowledge of Islamic philosophy in order to help managers doing business in

Muslim cultures deal with cultural differences

17

-8-

LITERATURE REVIEW

Studies have shown that ethics effect the employee performance in various ways Imagine a

female worker who is continuously harassed by her co worker Will she be able to do her

daily job comfortably if she is in continuous jeopardy of being sexually harassed by her

colleagues Imagine the case of an employee who is taunted and teased by his co workers

just because of his colour or creed It is not hard to imagine as to how that employee shall

be performing at work The famous Hawthorne Studies conducted by General Electric

Engineers speaks volume about effect of ethics upon employee performance General

Electric Engineers conducted survey of a factory and divided the factory into two groups

One group was given good working environment and monetary benefits and the other

group was denied the two things but was given their favourite to work with In the

conclusion it was concluded by GE engineers that workers who were given work with their

favourites were happier and satisfied than those who were just given salary and good

working environment So the conclusion follows that a worker likes to be respected and give

respect and money is although an important stimulant for work but if the same worker is

not given respect and honour he would leave the job and reject monetary incentives In

work place if workers get a feeling of discrimination they loose interest in jobs Absenteeism

rises and worker do not come up to the expectations of the company

From religious point of view also the emphasis on ethics is obvious Be it selling or hiring or

letting moral standards should always be kept in view There exists in most societies a

relative scarcity of resources with unlimited claims upon them A free-market capitalist

economy uses market determined prices as a filtering mechanism to distribute resources

The use of the price system alone however can frustrate the realization of socio-economic

goals Under a system of state control the allocation of resources is in the hands of a

bureaucracy which is cumbersome and inefficient According to Chapra (1992) the market

system should be maintained but that the price mechanism be complemented with a

device that minimizes unnecessary claims on resources This device is the moral filter This

means that people would pass their potential claims on resources through the filter of

Islamic values so that many claims would be eliminated before being expressed in the

marketplace Resources would not be allowed to be diverted to the production of luxuries

18

until the production of necessities was ensured in sufficient quantities (Siddiqi 1981) The

definition of luxurious or extravagant is related to the average standards of consumption in

a society the idea being that large departure from the standards would not be permissible

Unethical decision-making behaviour within organizations has received increasing attention

over the past ten years As a result a plethora of studies have examined the relationship

between gender and business ethics However these studies report conflicting results as to

whether or not men and women differ with regards to business ethics In this article we

propose that gender identity theory [Spence 1993 Journal of Personality and Social

Psychology 64 624ndash635] provides both the theory and empirical measures to explore the

influence of psychological gender traits and gender-role attitudes on ethical perceptions of

workplace behaviours Statistical analyses of the data reveal that based on sex alone no

differences occur between men and women in their ethical perceptions Yet when a

multidimensional approach to gender is applied results show that expressive traits and

egalitarian gender-role attitudes contribute to both menrsquos and womenrsquos propensity to

perceive unethical workplace behaviours as unethical

Many studies report sex differences in ethical perceptions of managers and future business

leaders (ie business students) The general conclusion of this research stream is that men

are more willing than women to behave unethically and women are significantly more likely

than men to view certain questionable acts as unethical (Beu et al 2003 Dawson 1997

Mason and Mudrack 1996 Smith and Oakley 1997) Yet other research finds no

differences when comparing men and women (cf Robin and Babin 1997 Roxas and

Stoneback 2004) An explanation for these contradictory findings is that even though

ethicality and moral reasoning are influenced by more than biology the complex gender

construct is measured as a dichotomous variable which is sex Substantial support exists for

the argument that social personal individual and situational variables must be considered

(egBendixen et al 1998 Bommer et al 1987 Damon 1988 Gibbs 1991 Roxas and

Stoneback 102 A Catherine McCabe et al

Drake and Drake (California Management Review V16 pp 107-123) note that ldquoan

employer can be subject to suit for breach of contract for failure to comply with any

promise it made so the gap between stated corporate culture and actual practice has

significant legal as well as ethical implicationsrdquo

19

-9-

EFFECTS OF ETHICS ON EMPLOYEE PERFORMANCE

ldquoDo all the good you can by all the means you can in all the ways

you can in all the places you can at all the times you can to all

the people you can as long as ever you canrdquo John Wesley

According to a survey 91 of all employed adults agreed that workers are more likely to

behave ethically at work when their employer is good at communicating and promoting a

strong work-life balance

To attract and retain talent its imperative that employers provide employees with the

means to attain a healthy work-life balance says Sharon Allen chairman of the board at

Deloitte USA This isnt only key to job satisfaction and retaining your most valued

employees but its also critical in fostering an ethical workplace culture she says

A strong ethics program can reap many concrete benefits for an organization from

increasing customer satisfaction to improving employee morale to conserving resources

and saving costs Herersquos some of the evidence that doing the right thing is also doing the

smart thing Following are some of the effects that ethical or unethical behaviour leaves on

the employee behaviour

91 Improving Employee Morale

Many businesses think that motivating employees to do their best without giving big

rewards isnt possible However monetary rewards are rarely mentioned as ways to

improve employee morale on a long-term basis There are many great ways to get

employees excited about their jobs without spending a lot of money Organizations that

support ethical decision makingmdashespecially organizations whose ethics programs focus

on achieving high standards instead of simply complying with policy or law can expect to

have happier more dedicated employees Three ethical behaviours that increase

employee morale are

911 Reward Great Work with Flexible Scheduling

One of the ways to make employees happiest is to be flexible on scheduling If it is

possible for an employee to work from home one day or come in earlier to be

20

able to leave earlier these are really great reward options For a business where

this type of schedule isnt possible another option such as allowing employees to

work for 10-hour days and take a three-day weekend on a rotating basis may

work better

912 Say Thank You to Keep Employees Happy

Believe it or not a simple thank you can mean more to an employee than money

The key to thanking employees is to be specific and timely Dont just come up to

someone three weeks or three months after he has done something and say

something along the lines of Keep up the good work Instead go to the

employee as soon as possible and say David thanks for your hard work on the

ABC Company project yesterday Your idea to have the company use a different

vendor really helped them cut costs and showed them that we care about keeping

them happy Your employee will know that you truly do appreciate him because

you mentioned a specific instance where he was helpful

913 Offer Small Rewards

It may be impossible to give your employees an all-expense-paid cruise but a Rs

5000- gift certificate to a local discount store as a thanks for a good job or a Rs

2500- gift certificate to a local restaurant on their birthday is probably within

your reach Even small rewards can make a big difference to employees because

for most people the thought really is what counts Year-end bonuses are also

always a great way to improve morale even if they arent very big

Poor ethical behavior decreases employee morale Morale is the base of motivation

Motivation is a key component of productivity Regardless of whether poor

management is the result of incompetence or leadership deficits employees refuse

to exert effort for someone who is unable to manage projects or people Lower

employee productivity increases labor costs

Any organization that has low morale also has high turnover The effects of turnover

on the bottom line are well-documented higher training costs and lower worker

expertise Recruitment becomes virtually impossible as word travels fast about a

poorly run operation especially in the Internet era The quality of applicants is lower

21

and the human resource nightmare becomes a vicious money draining cycle Low

morale begets high turnover which causes higher costs which leads to an employee

exodus that further erodes morale Running in circles is a poor managers legacy

92 Increased Customer Satisfaction

In todayrsquos competitive market place itrsquos hard to differentiate your product and service

offerings from your competition The technology available to both you and your

competitors has made it easier to duplicate each otherrsquos products and services Because

of this itrsquos difficult to rely on features alone to differentiate your company from the

competition Excellent customer service is one of the few ways to achieve a sustainable

competitive advantage When organizations support ethical practicesmdashfor example in

hospitals by encouraging clinicians to actively involve patients in decisions about their

health caremdashpatients do better clinically and say theyrsquore more satisfied with the care

they receive Same goes to other professional bodies A satisfied employee breeds

customer satisfaction Customer flight decreases revenue The money dries up and a

company must cut costs in order to match the revenue decline In most cases the first

place the cost cutters look is labor People are furloughed or bought out with an early

retirement package The remaining employees sit nervously as their desks wondering if

theyre next

93 Enhanced Productivity

A strong corporate ethics culture can improve not only employee morale but also

performance and help to improve an organizationrsquos efficiency and productivity An

effective ethics program also makes it easier to recruit and retain quality staff Instead

of firing their employees many leading companies use more innovative ways to boost

productivity and cut costs Experience has shown that the best ideas to cut costs and

improve productivity are not found in corporate board rooms The best ideas are found

with those who are closest to the work People on the front line already know what

keeps them from doing their best They know which procedures and processes keep

them from providing good service All they need is a system to get those ideas identified

and implemented

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

17

-8-

LITERATURE REVIEW

Studies have shown that ethics effect the employee performance in various ways Imagine a

female worker who is continuously harassed by her co worker Will she be able to do her

daily job comfortably if she is in continuous jeopardy of being sexually harassed by her

colleagues Imagine the case of an employee who is taunted and teased by his co workers

just because of his colour or creed It is not hard to imagine as to how that employee shall

be performing at work The famous Hawthorne Studies conducted by General Electric

Engineers speaks volume about effect of ethics upon employee performance General

Electric Engineers conducted survey of a factory and divided the factory into two groups

One group was given good working environment and monetary benefits and the other

group was denied the two things but was given their favourite to work with In the

conclusion it was concluded by GE engineers that workers who were given work with their

favourites were happier and satisfied than those who were just given salary and good

working environment So the conclusion follows that a worker likes to be respected and give

respect and money is although an important stimulant for work but if the same worker is

not given respect and honour he would leave the job and reject monetary incentives In

work place if workers get a feeling of discrimination they loose interest in jobs Absenteeism

rises and worker do not come up to the expectations of the company

From religious point of view also the emphasis on ethics is obvious Be it selling or hiring or

letting moral standards should always be kept in view There exists in most societies a

relative scarcity of resources with unlimited claims upon them A free-market capitalist

economy uses market determined prices as a filtering mechanism to distribute resources

The use of the price system alone however can frustrate the realization of socio-economic

goals Under a system of state control the allocation of resources is in the hands of a

bureaucracy which is cumbersome and inefficient According to Chapra (1992) the market

system should be maintained but that the price mechanism be complemented with a

device that minimizes unnecessary claims on resources This device is the moral filter This

means that people would pass their potential claims on resources through the filter of

Islamic values so that many claims would be eliminated before being expressed in the

marketplace Resources would not be allowed to be diverted to the production of luxuries

18

until the production of necessities was ensured in sufficient quantities (Siddiqi 1981) The

definition of luxurious or extravagant is related to the average standards of consumption in

a society the idea being that large departure from the standards would not be permissible

Unethical decision-making behaviour within organizations has received increasing attention

over the past ten years As a result a plethora of studies have examined the relationship

between gender and business ethics However these studies report conflicting results as to

whether or not men and women differ with regards to business ethics In this article we

propose that gender identity theory [Spence 1993 Journal of Personality and Social

Psychology 64 624ndash635] provides both the theory and empirical measures to explore the

influence of psychological gender traits and gender-role attitudes on ethical perceptions of

workplace behaviours Statistical analyses of the data reveal that based on sex alone no

differences occur between men and women in their ethical perceptions Yet when a

multidimensional approach to gender is applied results show that expressive traits and

egalitarian gender-role attitudes contribute to both menrsquos and womenrsquos propensity to

perceive unethical workplace behaviours as unethical

Many studies report sex differences in ethical perceptions of managers and future business

leaders (ie business students) The general conclusion of this research stream is that men

are more willing than women to behave unethically and women are significantly more likely

than men to view certain questionable acts as unethical (Beu et al 2003 Dawson 1997

Mason and Mudrack 1996 Smith and Oakley 1997) Yet other research finds no

differences when comparing men and women (cf Robin and Babin 1997 Roxas and

Stoneback 2004) An explanation for these contradictory findings is that even though

ethicality and moral reasoning are influenced by more than biology the complex gender

construct is measured as a dichotomous variable which is sex Substantial support exists for

the argument that social personal individual and situational variables must be considered

(egBendixen et al 1998 Bommer et al 1987 Damon 1988 Gibbs 1991 Roxas and

Stoneback 102 A Catherine McCabe et al

Drake and Drake (California Management Review V16 pp 107-123) note that ldquoan

employer can be subject to suit for breach of contract for failure to comply with any

promise it made so the gap between stated corporate culture and actual practice has

significant legal as well as ethical implicationsrdquo

19

-9-

EFFECTS OF ETHICS ON EMPLOYEE PERFORMANCE

ldquoDo all the good you can by all the means you can in all the ways

you can in all the places you can at all the times you can to all

the people you can as long as ever you canrdquo John Wesley

According to a survey 91 of all employed adults agreed that workers are more likely to

behave ethically at work when their employer is good at communicating and promoting a

strong work-life balance

To attract and retain talent its imperative that employers provide employees with the

means to attain a healthy work-life balance says Sharon Allen chairman of the board at

Deloitte USA This isnt only key to job satisfaction and retaining your most valued

employees but its also critical in fostering an ethical workplace culture she says

A strong ethics program can reap many concrete benefits for an organization from

increasing customer satisfaction to improving employee morale to conserving resources

and saving costs Herersquos some of the evidence that doing the right thing is also doing the

smart thing Following are some of the effects that ethical or unethical behaviour leaves on

the employee behaviour

91 Improving Employee Morale

Many businesses think that motivating employees to do their best without giving big

rewards isnt possible However monetary rewards are rarely mentioned as ways to

improve employee morale on a long-term basis There are many great ways to get

employees excited about their jobs without spending a lot of money Organizations that

support ethical decision makingmdashespecially organizations whose ethics programs focus

on achieving high standards instead of simply complying with policy or law can expect to

have happier more dedicated employees Three ethical behaviours that increase

employee morale are

911 Reward Great Work with Flexible Scheduling

One of the ways to make employees happiest is to be flexible on scheduling If it is

possible for an employee to work from home one day or come in earlier to be

20

able to leave earlier these are really great reward options For a business where

this type of schedule isnt possible another option such as allowing employees to

work for 10-hour days and take a three-day weekend on a rotating basis may

work better

912 Say Thank You to Keep Employees Happy

Believe it or not a simple thank you can mean more to an employee than money

The key to thanking employees is to be specific and timely Dont just come up to

someone three weeks or three months after he has done something and say

something along the lines of Keep up the good work Instead go to the

employee as soon as possible and say David thanks for your hard work on the

ABC Company project yesterday Your idea to have the company use a different

vendor really helped them cut costs and showed them that we care about keeping

them happy Your employee will know that you truly do appreciate him because

you mentioned a specific instance where he was helpful

913 Offer Small Rewards

It may be impossible to give your employees an all-expense-paid cruise but a Rs

5000- gift certificate to a local discount store as a thanks for a good job or a Rs

2500- gift certificate to a local restaurant on their birthday is probably within

your reach Even small rewards can make a big difference to employees because

for most people the thought really is what counts Year-end bonuses are also

always a great way to improve morale even if they arent very big

Poor ethical behavior decreases employee morale Morale is the base of motivation

Motivation is a key component of productivity Regardless of whether poor

management is the result of incompetence or leadership deficits employees refuse

to exert effort for someone who is unable to manage projects or people Lower

employee productivity increases labor costs

Any organization that has low morale also has high turnover The effects of turnover

on the bottom line are well-documented higher training costs and lower worker

expertise Recruitment becomes virtually impossible as word travels fast about a

poorly run operation especially in the Internet era The quality of applicants is lower

21

and the human resource nightmare becomes a vicious money draining cycle Low

morale begets high turnover which causes higher costs which leads to an employee

exodus that further erodes morale Running in circles is a poor managers legacy

92 Increased Customer Satisfaction

In todayrsquos competitive market place itrsquos hard to differentiate your product and service

offerings from your competition The technology available to both you and your

competitors has made it easier to duplicate each otherrsquos products and services Because

of this itrsquos difficult to rely on features alone to differentiate your company from the

competition Excellent customer service is one of the few ways to achieve a sustainable

competitive advantage When organizations support ethical practicesmdashfor example in

hospitals by encouraging clinicians to actively involve patients in decisions about their

health caremdashpatients do better clinically and say theyrsquore more satisfied with the care

they receive Same goes to other professional bodies A satisfied employee breeds

customer satisfaction Customer flight decreases revenue The money dries up and a

company must cut costs in order to match the revenue decline In most cases the first

place the cost cutters look is labor People are furloughed or bought out with an early

retirement package The remaining employees sit nervously as their desks wondering if

theyre next

93 Enhanced Productivity

A strong corporate ethics culture can improve not only employee morale but also

performance and help to improve an organizationrsquos efficiency and productivity An

effective ethics program also makes it easier to recruit and retain quality staff Instead

of firing their employees many leading companies use more innovative ways to boost

productivity and cut costs Experience has shown that the best ideas to cut costs and

improve productivity are not found in corporate board rooms The best ideas are found

with those who are closest to the work People on the front line already know what

keeps them from doing their best They know which procedures and processes keep

them from providing good service All they need is a system to get those ideas identified

and implemented

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

18

until the production of necessities was ensured in sufficient quantities (Siddiqi 1981) The

definition of luxurious or extravagant is related to the average standards of consumption in

a society the idea being that large departure from the standards would not be permissible

Unethical decision-making behaviour within organizations has received increasing attention

over the past ten years As a result a plethora of studies have examined the relationship

between gender and business ethics However these studies report conflicting results as to

whether or not men and women differ with regards to business ethics In this article we

propose that gender identity theory [Spence 1993 Journal of Personality and Social

Psychology 64 624ndash635] provides both the theory and empirical measures to explore the

influence of psychological gender traits and gender-role attitudes on ethical perceptions of

workplace behaviours Statistical analyses of the data reveal that based on sex alone no

differences occur between men and women in their ethical perceptions Yet when a

multidimensional approach to gender is applied results show that expressive traits and

egalitarian gender-role attitudes contribute to both menrsquos and womenrsquos propensity to

perceive unethical workplace behaviours as unethical

Many studies report sex differences in ethical perceptions of managers and future business

leaders (ie business students) The general conclusion of this research stream is that men

are more willing than women to behave unethically and women are significantly more likely

than men to view certain questionable acts as unethical (Beu et al 2003 Dawson 1997

Mason and Mudrack 1996 Smith and Oakley 1997) Yet other research finds no

differences when comparing men and women (cf Robin and Babin 1997 Roxas and

Stoneback 2004) An explanation for these contradictory findings is that even though

ethicality and moral reasoning are influenced by more than biology the complex gender

construct is measured as a dichotomous variable which is sex Substantial support exists for

the argument that social personal individual and situational variables must be considered

(egBendixen et al 1998 Bommer et al 1987 Damon 1988 Gibbs 1991 Roxas and

Stoneback 102 A Catherine McCabe et al

Drake and Drake (California Management Review V16 pp 107-123) note that ldquoan

employer can be subject to suit for breach of contract for failure to comply with any

promise it made so the gap between stated corporate culture and actual practice has

significant legal as well as ethical implicationsrdquo

19

-9-

EFFECTS OF ETHICS ON EMPLOYEE PERFORMANCE

ldquoDo all the good you can by all the means you can in all the ways

you can in all the places you can at all the times you can to all

the people you can as long as ever you canrdquo John Wesley

According to a survey 91 of all employed adults agreed that workers are more likely to

behave ethically at work when their employer is good at communicating and promoting a

strong work-life balance

To attract and retain talent its imperative that employers provide employees with the

means to attain a healthy work-life balance says Sharon Allen chairman of the board at

Deloitte USA This isnt only key to job satisfaction and retaining your most valued

employees but its also critical in fostering an ethical workplace culture she says

A strong ethics program can reap many concrete benefits for an organization from

increasing customer satisfaction to improving employee morale to conserving resources

and saving costs Herersquos some of the evidence that doing the right thing is also doing the

smart thing Following are some of the effects that ethical or unethical behaviour leaves on

the employee behaviour

91 Improving Employee Morale

Many businesses think that motivating employees to do their best without giving big

rewards isnt possible However monetary rewards are rarely mentioned as ways to

improve employee morale on a long-term basis There are many great ways to get

employees excited about their jobs without spending a lot of money Organizations that

support ethical decision makingmdashespecially organizations whose ethics programs focus

on achieving high standards instead of simply complying with policy or law can expect to

have happier more dedicated employees Three ethical behaviours that increase

employee morale are

911 Reward Great Work with Flexible Scheduling

One of the ways to make employees happiest is to be flexible on scheduling If it is

possible for an employee to work from home one day or come in earlier to be

20

able to leave earlier these are really great reward options For a business where

this type of schedule isnt possible another option such as allowing employees to

work for 10-hour days and take a three-day weekend on a rotating basis may

work better

912 Say Thank You to Keep Employees Happy

Believe it or not a simple thank you can mean more to an employee than money

The key to thanking employees is to be specific and timely Dont just come up to

someone three weeks or three months after he has done something and say

something along the lines of Keep up the good work Instead go to the

employee as soon as possible and say David thanks for your hard work on the

ABC Company project yesterday Your idea to have the company use a different

vendor really helped them cut costs and showed them that we care about keeping

them happy Your employee will know that you truly do appreciate him because

you mentioned a specific instance where he was helpful

913 Offer Small Rewards

It may be impossible to give your employees an all-expense-paid cruise but a Rs

5000- gift certificate to a local discount store as a thanks for a good job or a Rs

2500- gift certificate to a local restaurant on their birthday is probably within

your reach Even small rewards can make a big difference to employees because

for most people the thought really is what counts Year-end bonuses are also

always a great way to improve morale even if they arent very big

Poor ethical behavior decreases employee morale Morale is the base of motivation

Motivation is a key component of productivity Regardless of whether poor

management is the result of incompetence or leadership deficits employees refuse

to exert effort for someone who is unable to manage projects or people Lower

employee productivity increases labor costs

Any organization that has low morale also has high turnover The effects of turnover

on the bottom line are well-documented higher training costs and lower worker

expertise Recruitment becomes virtually impossible as word travels fast about a

poorly run operation especially in the Internet era The quality of applicants is lower

21

and the human resource nightmare becomes a vicious money draining cycle Low

morale begets high turnover which causes higher costs which leads to an employee

exodus that further erodes morale Running in circles is a poor managers legacy

92 Increased Customer Satisfaction

In todayrsquos competitive market place itrsquos hard to differentiate your product and service

offerings from your competition The technology available to both you and your

competitors has made it easier to duplicate each otherrsquos products and services Because

of this itrsquos difficult to rely on features alone to differentiate your company from the

competition Excellent customer service is one of the few ways to achieve a sustainable

competitive advantage When organizations support ethical practicesmdashfor example in

hospitals by encouraging clinicians to actively involve patients in decisions about their

health caremdashpatients do better clinically and say theyrsquore more satisfied with the care

they receive Same goes to other professional bodies A satisfied employee breeds

customer satisfaction Customer flight decreases revenue The money dries up and a

company must cut costs in order to match the revenue decline In most cases the first

place the cost cutters look is labor People are furloughed or bought out with an early

retirement package The remaining employees sit nervously as their desks wondering if

theyre next

93 Enhanced Productivity

A strong corporate ethics culture can improve not only employee morale but also

performance and help to improve an organizationrsquos efficiency and productivity An

effective ethics program also makes it easier to recruit and retain quality staff Instead

of firing their employees many leading companies use more innovative ways to boost

productivity and cut costs Experience has shown that the best ideas to cut costs and

improve productivity are not found in corporate board rooms The best ideas are found

with those who are closest to the work People on the front line already know what

keeps them from doing their best They know which procedures and processes keep

them from providing good service All they need is a system to get those ideas identified

and implemented

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

19

-9-

EFFECTS OF ETHICS ON EMPLOYEE PERFORMANCE

ldquoDo all the good you can by all the means you can in all the ways

you can in all the places you can at all the times you can to all

the people you can as long as ever you canrdquo John Wesley

According to a survey 91 of all employed adults agreed that workers are more likely to

behave ethically at work when their employer is good at communicating and promoting a

strong work-life balance

To attract and retain talent its imperative that employers provide employees with the

means to attain a healthy work-life balance says Sharon Allen chairman of the board at

Deloitte USA This isnt only key to job satisfaction and retaining your most valued

employees but its also critical in fostering an ethical workplace culture she says

A strong ethics program can reap many concrete benefits for an organization from

increasing customer satisfaction to improving employee morale to conserving resources

and saving costs Herersquos some of the evidence that doing the right thing is also doing the

smart thing Following are some of the effects that ethical or unethical behaviour leaves on

the employee behaviour

91 Improving Employee Morale

Many businesses think that motivating employees to do their best without giving big

rewards isnt possible However monetary rewards are rarely mentioned as ways to

improve employee morale on a long-term basis There are many great ways to get

employees excited about their jobs without spending a lot of money Organizations that

support ethical decision makingmdashespecially organizations whose ethics programs focus

on achieving high standards instead of simply complying with policy or law can expect to

have happier more dedicated employees Three ethical behaviours that increase

employee morale are

911 Reward Great Work with Flexible Scheduling

One of the ways to make employees happiest is to be flexible on scheduling If it is

possible for an employee to work from home one day or come in earlier to be

20

able to leave earlier these are really great reward options For a business where

this type of schedule isnt possible another option such as allowing employees to

work for 10-hour days and take a three-day weekend on a rotating basis may

work better

912 Say Thank You to Keep Employees Happy

Believe it or not a simple thank you can mean more to an employee than money

The key to thanking employees is to be specific and timely Dont just come up to

someone three weeks or three months after he has done something and say

something along the lines of Keep up the good work Instead go to the

employee as soon as possible and say David thanks for your hard work on the

ABC Company project yesterday Your idea to have the company use a different

vendor really helped them cut costs and showed them that we care about keeping

them happy Your employee will know that you truly do appreciate him because

you mentioned a specific instance where he was helpful

913 Offer Small Rewards

It may be impossible to give your employees an all-expense-paid cruise but a Rs

5000- gift certificate to a local discount store as a thanks for a good job or a Rs

2500- gift certificate to a local restaurant on their birthday is probably within

your reach Even small rewards can make a big difference to employees because

for most people the thought really is what counts Year-end bonuses are also

always a great way to improve morale even if they arent very big

Poor ethical behavior decreases employee morale Morale is the base of motivation

Motivation is a key component of productivity Regardless of whether poor

management is the result of incompetence or leadership deficits employees refuse

to exert effort for someone who is unable to manage projects or people Lower

employee productivity increases labor costs

Any organization that has low morale also has high turnover The effects of turnover

on the bottom line are well-documented higher training costs and lower worker

expertise Recruitment becomes virtually impossible as word travels fast about a

poorly run operation especially in the Internet era The quality of applicants is lower

21

and the human resource nightmare becomes a vicious money draining cycle Low

morale begets high turnover which causes higher costs which leads to an employee

exodus that further erodes morale Running in circles is a poor managers legacy

92 Increased Customer Satisfaction

In todayrsquos competitive market place itrsquos hard to differentiate your product and service

offerings from your competition The technology available to both you and your

competitors has made it easier to duplicate each otherrsquos products and services Because

of this itrsquos difficult to rely on features alone to differentiate your company from the

competition Excellent customer service is one of the few ways to achieve a sustainable

competitive advantage When organizations support ethical practicesmdashfor example in

hospitals by encouraging clinicians to actively involve patients in decisions about their

health caremdashpatients do better clinically and say theyrsquore more satisfied with the care

they receive Same goes to other professional bodies A satisfied employee breeds

customer satisfaction Customer flight decreases revenue The money dries up and a

company must cut costs in order to match the revenue decline In most cases the first

place the cost cutters look is labor People are furloughed or bought out with an early

retirement package The remaining employees sit nervously as their desks wondering if

theyre next

93 Enhanced Productivity

A strong corporate ethics culture can improve not only employee morale but also

performance and help to improve an organizationrsquos efficiency and productivity An

effective ethics program also makes it easier to recruit and retain quality staff Instead

of firing their employees many leading companies use more innovative ways to boost

productivity and cut costs Experience has shown that the best ideas to cut costs and

improve productivity are not found in corporate board rooms The best ideas are found

with those who are closest to the work People on the front line already know what

keeps them from doing their best They know which procedures and processes keep

them from providing good service All they need is a system to get those ideas identified

and implemented

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

20

able to leave earlier these are really great reward options For a business where

this type of schedule isnt possible another option such as allowing employees to

work for 10-hour days and take a three-day weekend on a rotating basis may

work better

912 Say Thank You to Keep Employees Happy

Believe it or not a simple thank you can mean more to an employee than money

The key to thanking employees is to be specific and timely Dont just come up to

someone three weeks or three months after he has done something and say

something along the lines of Keep up the good work Instead go to the

employee as soon as possible and say David thanks for your hard work on the

ABC Company project yesterday Your idea to have the company use a different

vendor really helped them cut costs and showed them that we care about keeping

them happy Your employee will know that you truly do appreciate him because

you mentioned a specific instance where he was helpful

913 Offer Small Rewards

It may be impossible to give your employees an all-expense-paid cruise but a Rs

5000- gift certificate to a local discount store as a thanks for a good job or a Rs

2500- gift certificate to a local restaurant on their birthday is probably within

your reach Even small rewards can make a big difference to employees because

for most people the thought really is what counts Year-end bonuses are also

always a great way to improve morale even if they arent very big

Poor ethical behavior decreases employee morale Morale is the base of motivation

Motivation is a key component of productivity Regardless of whether poor

management is the result of incompetence or leadership deficits employees refuse

to exert effort for someone who is unable to manage projects or people Lower

employee productivity increases labor costs

Any organization that has low morale also has high turnover The effects of turnover

on the bottom line are well-documented higher training costs and lower worker

expertise Recruitment becomes virtually impossible as word travels fast about a

poorly run operation especially in the Internet era The quality of applicants is lower

21

and the human resource nightmare becomes a vicious money draining cycle Low

morale begets high turnover which causes higher costs which leads to an employee

exodus that further erodes morale Running in circles is a poor managers legacy

92 Increased Customer Satisfaction

In todayrsquos competitive market place itrsquos hard to differentiate your product and service

offerings from your competition The technology available to both you and your

competitors has made it easier to duplicate each otherrsquos products and services Because

of this itrsquos difficult to rely on features alone to differentiate your company from the

competition Excellent customer service is one of the few ways to achieve a sustainable

competitive advantage When organizations support ethical practicesmdashfor example in

hospitals by encouraging clinicians to actively involve patients in decisions about their

health caremdashpatients do better clinically and say theyrsquore more satisfied with the care

they receive Same goes to other professional bodies A satisfied employee breeds

customer satisfaction Customer flight decreases revenue The money dries up and a

company must cut costs in order to match the revenue decline In most cases the first

place the cost cutters look is labor People are furloughed or bought out with an early

retirement package The remaining employees sit nervously as their desks wondering if

theyre next

93 Enhanced Productivity

A strong corporate ethics culture can improve not only employee morale but also

performance and help to improve an organizationrsquos efficiency and productivity An

effective ethics program also makes it easier to recruit and retain quality staff Instead

of firing their employees many leading companies use more innovative ways to boost

productivity and cut costs Experience has shown that the best ideas to cut costs and

improve productivity are not found in corporate board rooms The best ideas are found

with those who are closest to the work People on the front line already know what

keeps them from doing their best They know which procedures and processes keep

them from providing good service All they need is a system to get those ideas identified

and implemented

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

21

and the human resource nightmare becomes a vicious money draining cycle Low

morale begets high turnover which causes higher costs which leads to an employee

exodus that further erodes morale Running in circles is a poor managers legacy

92 Increased Customer Satisfaction

In todayrsquos competitive market place itrsquos hard to differentiate your product and service

offerings from your competition The technology available to both you and your

competitors has made it easier to duplicate each otherrsquos products and services Because

of this itrsquos difficult to rely on features alone to differentiate your company from the

competition Excellent customer service is one of the few ways to achieve a sustainable

competitive advantage When organizations support ethical practicesmdashfor example in

hospitals by encouraging clinicians to actively involve patients in decisions about their

health caremdashpatients do better clinically and say theyrsquore more satisfied with the care

they receive Same goes to other professional bodies A satisfied employee breeds

customer satisfaction Customer flight decreases revenue The money dries up and a

company must cut costs in order to match the revenue decline In most cases the first

place the cost cutters look is labor People are furloughed or bought out with an early

retirement package The remaining employees sit nervously as their desks wondering if

theyre next

93 Enhanced Productivity

A strong corporate ethics culture can improve not only employee morale but also

performance and help to improve an organizationrsquos efficiency and productivity An

effective ethics program also makes it easier to recruit and retain quality staff Instead

of firing their employees many leading companies use more innovative ways to boost

productivity and cut costs Experience has shown that the best ideas to cut costs and

improve productivity are not found in corporate board rooms The best ideas are found

with those who are closest to the work People on the front line already know what

keeps them from doing their best They know which procedures and processes keep

them from providing good service All they need is a system to get those ideas identified

and implemented

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

22

Peter E Drucker said One has to assume first that the individual human being at work

knows better than anyone else what makes him or her more productive even in

routine work the only true expert is the person who does the job One Yamaha

employee I knew of came up with one remarkable idea that saved the company close to

a million dollars Wainwright manufacturing averages 66 suggestions per employee per

year Strong ethical culture encourages employees to give their suggestions quite

frequently which gives boost to the economic well being of the company Recent

approaches to management like Management by Objectives or MBO and employee

empowerment has their roots in the improving ethical behaviours and have a strong ties

with the employees Thus strong ethical culture improves employee behaviour Getting

employees ideas and getting their involvement is not an option anymore If your

workforce is going to be competitive its mandatory to involve the minds hands and

ideas from everyone in your organization This is particularly true with the college grads

of today who want to take the reins now and are not concerned about waiting around

for a retirement check They want to contribute their ideas or they will take them

somewhere else pronto

94 Conserving ResourcesAvoiding Costs

Ethics goes a long way in reducing costs A satisfied employee performs more effectively

thus reducing an organizational costs In hospitals for example Effective ethics programs

have been shown to improve quality of care and reduce length of stay of patients and

costs A dissatisfied customer will devour the profits of the company by not caring for

cost cutting strategies of the company In restaurants a dissatisfied can take revenge

from his employer by throwing a tin of oil in the drainage which might cost Rs 700 per

tin thus causing the employer Rs 21000 per month A dissatisfied employee will not care

about turning off air conditioner or light bulbs while leaving the office thus causing the

energy costs of the employer manifold

95 Improving Accreditation Reviews

In developed countries many NGOs conduct reviews on ethical standards and also set

standards for the employers for behaving ethically with their employees A strong ethics

program can help ensure that the organization meets or exceeds those standards which

in the longer run improves employees performance

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

23

96 Reducing Risk of Lawsuits

Organizations that make strong commitments to ethical practices such as being honest

with employees can reduce the risk of litigation and liability from the employee side

thus reducing organizational costs A female employee who is subjected to sexual

harassment at work can sue her employer for not implementing strong security

standards for female employees An employee who is treated badly by his employer can

sue his employer for loss of mental peace and calm and thus causing humiliation to the

organization On the other hand a strong ethical culture will make the same employee

work more productively thus making the financial health of the organization stronger

97 Sustaining Corporate Integrity

Integrity is consistency of actions values methods measures principles expectations

and outcome As a holistic concept it judges the quality of a system in terms of its ability

to achieve its own goals Ambiguity about values and priorities is one of the major

sources of corporate deviance Making ethics a clear priority in corporate culture helps

to ensure good business practices throughout the organization thus improving employee

performance

98 Safeguarding the Organizationrsquos Future

Lack of an effective ethics program can seriously jeopardize an organizationrsquos reputation

and even its survival Creating structures and processes by which an organization can

hold itself accountable to its core values and to ethical practices is an investment in the

organizationrsquos future Since employee performance improves with ethical behaviour

therefore it is like safeguarding the organizational future

99 Cynicism in Workplace

Non ethical attitudes generate cynical behaviours Cynicism can manifest itself by

frustration disillusionment and distrust in regard to organizations authorities and other

aspects of society and can result from a negative evaluation of past experiences If there

is cynicism at workplace there is a strong feeling of skepticism among employees who

feel frustrated at work They do not see any security at work and ultimately lose hope

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

24

and morale and thus become a burden on the organization treasury Cynical attitude

might lead to disputes and fights over workplace which too is disturbing for the

employers and brings bad name to the organization also

910 Distrust among the team members

It also creates distrust among the team members As mentioned above the cynical

behaviour from peers has adverse effects upon the overall team work Instead of seeing

eye to an eye the team members become suspicious of each other and get the

impression that their co workers want them to be removed from the company

911 Communication between employer and employee is restricted

When the employer and employee do not have strong ethical relationship

communication between the two gets restricted This communication inhibition restricts

the progress of the company and thus brings down the quality and profit margins of the

company In the present business world it is not important to have proper skills but

being a human resource manager one also needs to be know interpersonal skills

912 Adversarial Relationship Between Employer and Employee

Unethical behaviours breeds hatred and animosity between employer and the employee

which for obvious reasons has an adverse impact upon the overall financial performance

of the organization

913 Lack of self-respect

When a work place fails to promote an atmosphere of self-respect toward and among its

employees all manners of discourtesy resentment and aggression floats into the

organizational structure Self-respect is the right of every individual When it is denied

people become victims of bad behaviours at work Such environments are perfect for

the toxic behaviour of bullies When individual dignity is ignored the mentality of the

bully reigns So it is the duty of the company to provide nurturing environments by

applying certain rules which bound all employees at all levels

914 Overlooking difficult employees

A company that fails to create rules of conduct with regard to hostile behaviour or other

forms of unsatisfactory demeanour at work place fails to protect its employees and

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

25

indirectly its customers Both large as well as small problems which are dismissed denied

or allowed to go unresolved become an inferno with time Such pattern for an

organization is destructive amp illegal Remember the more productive an environment

for the employee is the farther the company will grow and produce results

915 Non encouraging behaviour

Downsizing increase in work load amp reforming takes a toll on all employees The stress

involved needs to be acknowledged and employees need to be given the opportunity to

adjust to whatever their individual circumstances become This takes a commitment

from management to be aware and pro-active during stressful transitions Putting time

energy and money into viable programs goes a long way to assist employees to make

the adjustments that will allow them to continue to be productive during difficult times

of change

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

26

-10-

RESEARCH QUESTIONS

101 Study Design

In this cross sectional correlation study the data on the independent variables and the

dependant variable shall be collected from male as well as female employees of the

organization through questionnaires and also from the employees of various organizations

through electronic mails and direct one on one informational interview

102 Data

This study is cross sectional and the data was collected through Questionnaire

103 Data collection method

Questionnaires shall be mailed to all the employees of the organization and in case

questionnaires are not responded in time reminders shall be sent to the employees

104 Variables in the study

In this study we take employee performance as dependent variable where as Ethical

behaviour is an independent variable

105 Population and Sample

The population of the study comprises of the employees working in various organizations

therefore a systematic sampling procedure shall be used to include at least 10 companies

organizations within Lahore region eg Mobilink Telenor Nestle Metro Cash and Carry GC

University Lahore University of the Punjab Forces Academy Pace Lahore etc

106 A description of how the research findings will be used andor disseminated

The research findings shall be compiled and distributed to the employees and the

management of the organisation

107 Questionnaire for Project

1 Do you maintain appropriate confidentiality

2 Do you say ldquonordquo to inappropriate requests

3 Do you show respect for copyright laws

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

27

4 Are you honest when sharing information with others

5 Do you balance organizational and personal needs

6 Do you observe sexual harassment during your stay at workplace

7 Are you able to manage your personal biases

8 Do you think ethics play a vital role in improving performance of an employee

9 Do you respect the diversity within your organization

10 Do you utilize your authority properly

11 Do you challenge yourself to ldquodo the right thingrdquo

12 Do you challenge yourself to ldquodo the thing rightrdquo

13 Does favoritism ever enter into your decision making

14 Do you follow orders regardless if they appear unethical

15 In a given opportunity would you like to participate in the ethical standards

training programs

16 Have you ever raised your voice against unethical behavior at any level

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

18 Males are subjected to more unethical behavior Agreed

19 Females are subjected to more unethical behavior Agreed

20 Does your organization have a written ethics policy

21 Does your company require itrsquos employees to sign a code of conduct statement

22 Are ethical behaviors expected out of your leaders

23 Are ethical behaviors rewarded

24 Do the leaders in your organization act ethically

25 Are the leaders in your organization honest

26 Is the behavior of your leaders consistent with the stated ethics and values of the

organization

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

28

27 Do the leaders in your organization employ favoritism

28 Does your organization offer training in business ethics

29 Do the leaders in your organization balance the needs of the business with

ethical issues appropriately

30 Does your organization balance itrsquos short term business goals with itrsquos long term

need for success

31 Do the executives in your organization lead by example

32 Do you think overtime improves employee performance

33 Do you think ethics have positive impact on target achievement

34 Have your company observed strikes due to ethical problems

35 Do you think that your organization has perfect ethical behavior reward system

36 Does your organization launch workshops on ethical behaviors

37 Employeersquos performance is mostly disturbed by leg pulling

38 Employeersquos performance is mostly disturbed by back biting

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

29

108 Frequency Tables with Pie Charts and their Interpretation

1 Do you maintain appropriate confidentiality

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

It is found that most of the respondents maintain appropriate confidentiality in their job ie

92 and remaining 18 usually do the same

YesAlways

Usually

Do you maintain appropriate confidentiality

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

30

2 Do you say no to inappropriate requests

Response Frequency Percent

Usually 14 78 Always 166 922 Total 180 1000

Interpretation

166 persons say that they always say lsquonorsquo to inappropriate request at their work place which

is 92 of total Remaining about 8 lie is 2nd option that is they usually say no to such kind

of request

YesAlways

Usually

Do you say no to inappropriate requests

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

31

3 Do you show respect for copyright laws

Response Frequency Percent

Sometimes 53 294 Usually 99 550 Always 28 156 Total 180 1000

Interpretation

The answer shows that major part of employees do respect copyright laws as is obvious

through green color in the pie chart

YesAlways

Usually

Sometimes

Do you show respect for copyright laws

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

32

4 Are you honest when sharing information with others

Response Frequency Percent

Usually 15 83 Always 165 917 Total 180 1000

Interpretation

More than 90 employees have responded that they are honest when they share

information with others

YesAlways

Usually

Are you honest when sharing information with others

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

33

5 Do you balance organizational and personal needs

Response Frequency Percent

Usually 27 150 Always 153 850 Total 180 1000

Interpretation

85 of employees balance their organizational and personal needs and remaining 15 do

not balance the same

YesAlways

Usually

Do you balance organizational and personal needs

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

34

6 Do you observe sexual harassment during your stay at workplace

Response Frequency Percent

Never 24 133 Sometimes 91 506 Usually 30 167 YesAlways 35 194 Total 180 1000

Interpretation

A large number of respondents do say that they observe sexual harassment at workplace

YesAlways

Usually

Sometimes

Never

Do you observe sexual harassment during your stay at workplace

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

35

7 Are you able to manage your personal biases

Response Frequency Percent

Sometimes 14 78 Usually 47 261 Always 119 661 Total 180 1000

Interpretation

661 of employees say that they mange their personal biases

YesAlways

Usually

Sometimes

Are you able to manage your personal biases

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

36

8 Do you think ethics play a vital role in improving performance of an employee

Response Frequency Percent

Usually 17 94 Always 163 906 Total 180 1000

Interpretation

A large portion of employees think which is almost 90 do believe that ethics play a vital

role in improving employee performance

YesAlways

Usually

Do you think ethics play a vital role in improving performance of an employee

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

37

9 Do you respect the diversity within your organization

Response Frequency Percent

Usually 43 239 Always 137 761 Total 180 1000

Interpretation

761 of employees like to maintain diversity within the organization

YesAlways

Usually

Do you respect the diversity within your organization

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

38

10 Do you utilize your authority properly

Response Frequency Percent

Sometimes 32 178 Usually 80 444 Always 68 378 Total 180 1000

Interpretation

44 of the employees say that they usually but not always utilize their authority properly

YesAlways

Usually

Sometimes

Do you utilize your authority properly

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

39

11 Do you challenge yourself to do the right thing

Response Frequency Percent

Never 16 89 Sometimes 23 128 Usually 80 444 Always 61 339 Total 180 1000

Interpretation

444 of the employees always challenge themselves to do the right thing

YesAlways

Usually

Sometimes

Never

Do you challenge yourself to do the right thing

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

40

12 Do you challenge yourself to do the thing right

Response Frequency Percent

Usually 49 272 Always 131 728 Total 180 1000

Interpretation

728 of employees challenge themselves to do the thing right

YesAlways

Usually

Do you challenge yourself to do the thing right

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

41

13 Does favoritism ever enter into your decision making

Response Frequency Percent

Never 45 250 Sometimes 123 683 Usually 12 67 Total 180 1000

Interpretation

683 of employees say that favouritism sometimes come in their decision making which is

huge part of the employees

Usually

Sometimes

Never

Does favoritism ever enter into your decision making

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

42

14 Do you follow orders regardless if they appear unethical

Response Frequency Percent

Never 79 439 Sometimes 98 544 Usually 3 17 Total 180 1000

Interpretation

439 of employees say that they never follow unethical orders 544 say that sometimes

they follow unethical orders

Usually

Sometimes

Never

Do you follow orders regardless if they appear unethical

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

43

15 In a given opportunity would you like to participate in the ethical standards training programs

Response Frequency Percent

Sometimes 17 94 Usually 41 228 Always 122 678 Total 180 1000

Interpretation

A large proportion of employees which is 678 showed their willingness to participate in

ethical program

YesAlways

Usually

Sometimes

In a given opportunity would you like to participate in the ethical standards training programs

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

44

16 Have you ever raised your voice against unethical behavior at any level

Response Frequency Percent

Never 21 117 Sometimes 38 211 Usually 83 461 Always 38 211 Total 180 1000

Interpretation

83 out of 180 employees raise their voice at various levels If they face unethical behaviour

YesAlways

Usually

Sometimes

Never

Have you ever raised your voice against unethical behavior at any level

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

45

17 Your competitor uses negative marketing techniques to promote its product or

services Will you also do the same

Response Frequency Percent

Never 86 478 Sometimes 71 394 Usually 23 128 Total 180 1000

Interpretation

478 of employees say that they will never use negative marketing techniques to promote

products

Usually

Sometimes

Never

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

46

18 Males are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 79 439 Sometimes 69 383 Usually 25 139 Always 7 39 Total 180 1000

Interpretation

439 of employees say that males are not more subjected to unethical behaviour which is

a large portion of the employees however for the rest of the survey the response is mixed

YesAlways

Usually

Sometimes

Never

Males are subjected to more unethical behavior Agreed

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

47

19 Females are subjected to more unethical behavior Agreed

Response Frequency Percent

Never 30 167 Sometimes 120 667 Usually 26 144 Always 4 22 Total 180 1000

Interpretation

667 of employees say that females are subjected to sexual harassment sometimes but

rest of the reaction is a mix

YesAlways

Usually

Sometimes

Never

Females are subjected to more unethical behavior Agreed

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

48

20 Does your organization have a written ethics policy

Response Frequency Percent

Never 31 172 Sometimes 70 389 Usually 46 256 Always 33 183 Total 180 1000

Interpretation

A large portion of employees say that the have clear written ethical policy

YesAlways

Usually

Sometimes

Never

Does your organization have a written ethics policy

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

49

21 Does your company require its employees to sign a code of conduct statement

Response Frequency Percent

Never 37 206 Sometimes 42 233 Usually 63 350 Always 38 211 Total 180 1000

Interpretation

A large portion of employees say that their company requires to sign a code of conduct

statement

YesAlways

Usually

Sometimes

Never

Does your company require its employees to sign a code of conduct statement

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

50

22 Are ethical behaviors expected from your leaders

Response Frequency Percent

Never 26 144 Sometimes 54 300 Usually 89 494 Always 11 61 Total 180 1000

Interpretation

Almost half of the employees do believe that ethical behaviours are usually expected from

their leaders

YesAlways

Usually

Sometimes

Never

Are ethical behaviors expected out of your leaders

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

51

23 Are ethical behaviors rewarded

Response Frequency Percent

Never 24 133 Sometimes 47 261 Usually 71 394 Always 38 211 Total 180 1000

Interpretation

A very small portion say that ethical behaviours are not rewarded whereas 211 of

employees do believe that ethical behaviours are always rewarded

YesAlways

Usually

Sometimes

Never

Are ethical behaviors rewarded

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

52

24 Do the leaders in your organization act ethically

Response Frequency Percent

Never 7 39 Sometimes 14 78 Usually 61 339 Always 98 544 Total 180 1000

Interpretation

A large portion of employees which is almost 544 do believe that leaders in their

organizations act ethically

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization act ethically

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

53

25 Are the leaders in your organization honest

Response Frequency Percent

Never 10 56 Sometimes 17 94 Usually 51 283 Always 102 567 Total 180 1000

Interpretation

A large portion of employees which is almost 567 do believe that leaders in their

organizations act honestly

YesAlways

Usually

Sometimes

Never

Are the leaders in your organization honest

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

54

26 Is the behavior of your leaders consistent with the stated ethics and values of the organization

Response Frequency Percent

Never 12 67 Sometimes 17 94 Usually 65 361 Always 86 478 Total 180 1000

Interpretation

Almost half if the employees do believe that their leaders are consistent with the stated

ethics and values of the organization

YesAlways

Usually

Sometimes

Never

Is the behavior of your leaders consistent with the stated ethics and values of the organization

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

55

27 Do the leaders in your organization apply favoritism

Response Frequency Percent

Never 87 483 Sometimes 50 278 Usually 23 128 YesAlways 20 111 Total 180 1000

Interpretation

483 of the employees say that their leaders do not apply favouritism

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization employ favoritism

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

56

28 Does your organization offer training in business ethics

Response Frequency Percent

Never 13 72 Sometimes 51 283 Usually 75 417 Always 41 228 Total 180 1000

Interpretation

417 employees say that their organization usually provide training in business ethics and

228 say that their organization always provide training in business ethics

YesAlways

Usually

Sometimes

Never

Does your organization offer training in business ethics

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

57

29 Do the leaders in your organization balance the needs of the business with ethical issues appropriately

Response Frequency Percent

Never 7 39 Sometimes 51 283 Usually 52 289 Always 70 389 Total 180 1000

Interpretation

389 of the employees replied in affirmative while 283 said that it is usual and not

always

YesAlways

Usually

Sometimes

Never

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

58

30 Does your organization balance its short term business goals with its long term need for success

Response Frequency Percent

Never 24 133 Sometimes 21 117 Usually 49 272 Always 86 478 Total 180 1000

Interpretation

478 of the employees say that their organization balance its short term business goals

with its long term need for success and there is a mix reaction from the rest of the

employees

YesAlways

Usually

Sometimes

Never

Does your organization balance its short term business goals with its long term need for success

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

59

31 Do the executives in your organization lead by example

Response Frequency Percent

Never 12 67 Sometimes 47 261 Usually 34 189 Always 87 483 Total 180 1000

Interpretation

A Major portion eg 483 of the employees do say that their leaders do lead by example

YesAlways

Usually

Sometimes

Never

Do the executives in your organization lead by example

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

60

32 Do you think overtime improves employee performance

Response Frequency Percent

Sometimes 27 150 Usually 23 128 Always 130 722 Total 180 1000

Interpreacutetation

A large portion of employees believe that overtime improves employee performance

YesAlways

Usually

Sometimes

Do you think overtime improves employee performance

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

61

33 Do you think ethics have positive impact on target achievement

Response Frequency Percent

Never 17 94 Sometimes 17 94 Usually 56 311 Always 90 500 Total 180 1000

Interpretation

50 of employees say that ethics have positive impact on target achievement

YesAlways

Usually

Sometimes

Never

Do you think ethics have positive impact on target achievement

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

62

34 Have your company observed strikes due to ethical problems

Response Frequency Percent

Never 18 100 Sometimes 97 539 Usually 46 256 Always 19 106 Total 180 1000

Interpretation

539 employees say that their company observes strikes due to ethical problems

YesAlways

Usually

Sometimes

Never

Have your company observed strikes due to ethical problems

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

63

35 Do you think that your organization has perfect ethical behavior reward system

Response Frequency Percent

Never 42 233 Sometimes 69 383 Usually 48 267 Always 21 117 Total 180 1000

Interpretation

383 of employees say that their companies have ethical behaviour reward system but it is

applied at times

YesAlways

Usually

Sometimes

Never

Do you think that your organization has perfect ethical behavior reward system

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

64

36 Does your organization launch workshops on ethical behaviors

Response Frequency Percent

Never 93 517 Sometimes 33 183 Usually 38 211 Always 16 89 Total 180 1000

Interpretation

More than 50 employees say that their organizations do not launch workshops on ethical

behaviours

YesAlways

Usually

Sometimes

Never

Does your organization launch workshops on ethical behaviors

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

65

37 Employees performance is mostly disturbed by leg pulling

Response Frequency Percent

Never 9 50 Sometimes 18 100 Usually 46 256 Always 107 594 Total 180 1000

Interpretation

Almost 60 of employees believe that leg pulling disturbs employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by leg pulling

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

66

38 Employees performance is mostly disturbed by back biting

Response Frequency Percent

Never 14 78 Sometimes 15 83 Usually 36 200 Always 115 639 Total 180 1000

Interpretation

639 of the employees do believe that back biting is injurious to employee performance

YesAlways

Usually

Sometimes

Never

Employees performance is mostly disturbed by back biting

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

67

109 Descriptive Statistics

Sr No

Questions N Min Max Sum Mean Std

Deviation Variance

1 Do you maintain appropriate confidentiality

180 3 4 706 3922 0269 0072

2 Do you say no to inappropriate requests

180 3 4 706 3922 0269 0072

3 Do you show respect for copyright laws

180 2 4 515 2861 0658 0433

4 Are you honest when sharing information with others

180 3 4 705 3917 0277 0077

5 Do you balance organizational and personal needs

180 3 4 693 3850 0358 0128

6 Do you observe sexual harassment during your stay at workplace

180 1 4 436 2422 0951 0905

7 Are you able to manage your personal biases

180 2 4 645 3583 0633 0401

8

Do you think ethics play a vital role in improving performance of an employee

180 3 4 703 3906 0293 0086

9 Do you respect the diversity within your organization

180 3 4 677 3761 0428 0183

10 Do you utilize your authority properly

180 2 4 576 3200 0720 0518

11 Do you challenge yourself to do the right thing

180 1 4 546 3033 0909 0826

12 Do you challenge yourself to do the thing right

180 3 4 671 3728 0446 0199

13 Does favouritism ever enter into your decision making

180 1 3 327 1817 0534 0285

14 Do you follow orders regardless if they appear unethical

180 1 3 284 1578 0528 0279

15

In a given opportunity would you like to participate in the ethical standards training programs

180 2 4 645 3583 0659 0434

16

Have you ever raised your voice against unethical behaviour at any level

180 1 4 498 2767 0916 0839

17

Your competitor uses negative marketing techniques to promote its product or services Will you also do the same

180 1 3 297 1650 0697 0486

18 Males are subjected to more unethical behaviour Agreed

180 1 4 320 1778 0829 0688

19 Females are subjected to more unethical behaviour Agreed

180 1 4 364 2022 0634 0402

20 Does your organization have a written ethics policy

180 1 4 441 2450 0982 0964

21

Does your company require its employees to sign a code of conduct statement

180 1 4 462 2567 1042 1085

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

68

22 Are ethical behaviours expected out of your leaders

180 1 4 445 2472 0815 0664

23 Are ethical behaviours rewarded 180 1 4 483 2683 0954 0910

24 Do the leaders in your organization act ethically

180 1 4 610 3389 0794 0630

25 Are the leaders in your organization honest

180 1 4 605 3361 0870 0757

26

Is the behaviour of your leaders consistent with the stated ethics and values of the organization

180 1 4 585 3250 0884 0781

27 Do the leaders in your organization employ favouritism

180 1 4 336 1867 1022 1044

28 Does your organization offer training in business ethics

180 1 4 504 2800 0874 0764

29

Do the leaders in your organization balance the needs of the business with ethical issues appropriately

180 1 4 545 3028 0912 0832

30

Does your organization balance its short term business goals with its long term need for success

180 1 4 557 3094 1061 1125

31 Do the executives in your organization lead by example

180 1 4 556 3089 1004 1009

32 Do you think overtime improves employee performance

180 2 4 643 3572 0740 0548

33 Do you think ethics have positive impact on target achievement

180 1 4 579 3217 0965 0930

34 Have your company observed strikes due to ethical problems

180 1 4 426 2367 0804 0647

35

Do you think that your organization has perfect ethical behaviour reward system

180 1 4 408 2267 0949 0901

36 Does your organization launch workshops on ethical behaviours

180 1 4 337 1872 1036 1073

37 Employees performance is mostly disturbed by leg pulling

180 1 4 611 3394 0862 0743

38 Employees performance is mostly disturbed by back biting

180 1 4 612 3400 0937 0878

Valid N (List-wise) 180

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

69

-11-

THEORETICAL FRAMEWORK

In the instant case the variance in the dependant variable ldquoEmployee Performancerdquo can be

explained by the these independent variables Disregard of professional ethics Employees

ethical codes Mutual understanding between workers workshops or seminars on ethics

and its effects on work

Workers are losing interest in job due to lack of respect among their peers and officers This

has an adverse impact on the overall financial health of the organizations This theoretical

framework identifies some of the significant independent variables which has adverse

impact upon the dependant variable The research paper will focus upon these areas and

form a basis of viable future organizational policy for improving and implementing ethical

norms in the working environment

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

70

-12-

HYPOTHESIS

a) If employees are paid respect they would be working more effectively and efficiently

thus bringing profits to the organization

b) Workshops on the effect of ethics on employee performance would reduce

delinquent behaviors like sexual harassment and would enhance female

participation in work

c) Implementation of ethical values shall reduce absenteeism and will reduce employee

turn over

d) All the independent variables will explain the variance in employee performance

with sound ethical working environment

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

71

-13-

RECOMMENDATIONS

The research findings shall be supported by recommendations as to what measures should

be adopted to avoid these kind of untoward incidents and how to make the job experience

of female employees at work more prolific and comfortable

The image of any industry or organization is formulated by the top management It is the

head who sets the attitude of for the company starting from the vision statement to the

treatment of employees at all levels One of the most caustic working environments is one

where major gaps exist between the company and its treatment of employees So when

unethical behavior and other forms of workplace harassments are not taken seriously at

high levels it is understood that the HR and the managers do not take the behaviors and

attitudes seriously

An ounce of prevention is worth a pound of cure for companies who see to it that their

employees are trained to identify the potential signs of workplace unethical behavior and

other violence When companies do not educate employees about this problem the early

warning signs of problematic behavior go undetected As fire drills are intended to train

people on how to respond in case of fire similarly training employees about the warning

signs of aggressive and hostile behavior offers them knowledge of how to respond and what

procedures to follow To fail to offer such training may result in overwhelming damage

Below are helpful tips for managers who recognize that a specific employee may be

behaving in a bullying fashion in the workplace

bull Be sure to have several specific documented examples of the employeersquos negative

behavior to present at the meeting As you listen to his or her responses be

understanding (to a point) but firm and make sure the employee understands that

these actions are upsetting coworkers and disrupting their ability to do their jobs

bull Never allow the employee to direct the conversation back to any employee(s) who

may have lodged a complaint mdash make sure the person is aware that this meeting is

about himher

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

72

bull Be crystal clear about the behavior you want halted Should there be another

incident after your meeting inform the bully that his or her job may be in jeopardy if

an improvement in behavior is not seen immediately (Many managers put this

warning in writing to drive home just how important the command is)

bull Talk with your superiors in the company about the issue People who have been on

the job longer may be able to offer some helpful insight into combating this kind of

detrimental behavior and dealing with ldquobad applesrdquo Surely everyone has had at

least one on their staff at one time or another

bull Be sure to check in with your other employees after yoursquove had your meeting

Oftentimes the bully out of anger or spite will take the bullying outside the office

where he or she may feel immune to chastisement This could present an even more

severe problem since the bullyrsquos threats could become more serious

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

73

-14-

REFERENCES

1 Ethics entry in the Stanford Encyclopedia of Philosophy

2 Ethics 2nd edition 1973 by William Frankena

3 Ethics Bites Open University podcast series podcast exploring ethical dilemmas in

everyday life

4 The Right and the Good (1930) by W D Ross

5 University of San Diego - Ethics glossary Useful terms in ethics discussions

6 Berenbeim R E (1992 Spring) The Corporate Ethics Test Business and Society

Review 31(1) 77-80

7 Brenner S N (1992) Ethics Programs and Their Dimensions Journal of Business

Ethics 11391-399

8 Buchholz R A (1989) Fundamental Concepts and Problems in Business Ethics In

Madsen P amp Shafritz J M (Eds) (1990) Essentials of Business Ethics New York

Penguin Books

9 Carroll A B (1990) Principles of Business Ethics Their Role in Decision-Making and

in Initial Consensus Management Decision 28(8) 21-23

10 Dean P J (1992) Making Codes of Ethics Real Journal of Business Ethics 11

285-290

11 Deborah B (1991 JanuaryFebruary) Asking for Help A Guide to Using Socially

Responsible Consultants Business Ethics Magazine pp 24-29

12 Francis David R (1991 June) Prevent Trouble by Improving Ethics Christian

Science Monitor p 9

13 Fulcrum Consulting Group 1093 Snelling Ave South Saint Paul MN 55116 Phone 1-

800-55-ETHIC

14 Gandz J amp Bird F G (1989 Autumn) Designing Ethical Organizations Business

Quarterly 54(2) 108-112

74

15 Genfan H (1987 November) Formalizing Business Ethics Training and

Development Journal pp 35-37

16 Kirrane DE (1990 November) Managing Values A Systematic Approach to

Business Ethics Training and Development Journal pp 53-60

17 Madsen P Ph D amp Shafritz J M Ph D (Eds) (1990) Essentials of Business

Ethics New York Penguin Books

18 McDonald G amp Zepp R (1990) What Should Be Done A Practical Approach to

Business Ethics Management Decision 28(1) 9-13

19 Reynolds L (1992 JulyAugust) The Ethics Audit Business Ethics Magazine pp

20-22

20 Sims R R (1991) Institutionalization of Organizational Ethics Journal of Business

Ethics 10 493-506

21 Thompson T (1991 Spring) Managing Business Ethics Canadian Public

Administration 34(1) 153-157

22 Toffler B (1991 Winter) Doing Ethics An Approach to Business Ethics Consulting

Moral Education Forum 16(4) 14-20

23 L T Hosmer (1994) Strategic planning as if ethics mattered Strategic Management

Journal Summer Special Issue 15 pp 17-34

World Wide Web Links

The following are links to Web sites about business ethics

1 httpwwwdukeedu~wgrobinethicssurfinghtm

2 httpwwwethicsubccaresourcesbusiness

3 httpcommfacultyfullertonedulesterethicsethics_listhtml

4 httpethicsacusdeduindexhtml

5 httpwwwethicsubcca

6 httpwwwethicsubccaresourcesbusinesscodeshtml

7 httpcommfacultyfullertonedulesterethicslistserverhtml

75

8 httpwwwheliumcomitems1269994-understanding-the-relationship-between-

business-and-ethics

9 httpblogrozeepk20090324stop-work-place-

harassmentutm_source=newsletteramputm_medium=emailamputm_content=editorCh

oiceamputm_campaign=ROZEE_Weekly_e-Newsletter_24-03-2009

75

8 httpwwwheliumcomitems1269994-understanding-the-relationship-between-

business-and-ethics

9 httpblogrozeepk20090324stop-work-place-

harassmentutm_source=newsletteramputm_medium=emailamputm_content=editorCh

oiceamputm_campaign=ROZEE_Weekly_e-Newsletter_24-03-2009