PROFESSIONAL IN THE WORKPLACE

CONTEMPORARY WORK ETHICS APPROACH AND COMMUNICATION

SCCG 5243 COMMUNICATION AND GLOBAL WORKING ENVIRONMENT

PREPARED BY: SORHAIZI BINTI OMAR (817215)

Defining Ethics

Ethics is about principles, values and beliefs which influence judgement and behaviour. It goes beyond obeying laws, rules and regulations – it is about doing the right thing in the circumstances.

Ethics is fundamental to establishing trust. The existence of trust is essential to business and society. It enhances the dependability of relationships, facilitates transactions and promotes the efficient allocation of resources.

Ethical behaviour is particularly important to professions and to business:

• It matters to the professions because the complexity of what they do means that there has to be trust by the user in what they do, or they have no purpose.

• It matters to business because investors will not back a company that will not report fairly and customers, increasingly, will not buy from a business that is not acting in the wider interests of society.

Defining Ethics

Organizational Ethics

• The sets of formal and informal standards of conduct that people use to guide their behaviour at work. These standards are partly based on core values such as honesty, respect, and trust, but they also can be learned directly from the actions of others.

• For example, what people see their organizational leaders, managers, and co-workers do on the job can influence their own views of what is acceptable or unacceptable behaviour.

Work Ethics

• The standards or values that are generally based around conscientiousness. Mostly they are thought to benefit the person morally, thereby improving their character. These ethics can include preserving social skills, being reliable, and being resourceful wherever needed in a work setting.

Theories of Ethics

Ethics studies the differences between right and wrong, through these studies philosophers have developed several theories.

Some major ethical theories are:

• Egoism - the belief that people should only look at how the consequences of an action affect them

• Intuitionism - the belief in an immediate awareness of moral value

• Emotivism - the belief that ethical decisions are expressions of emotion

• Rationalism – focuses on the metaphysical aspects of ethics

• Utilitarianism - considers how moral actions produce the greatest overall good for everyone

(Source: www.questia.com)

Unethical Practices

Theft

Bribery

Violence/Abuse

Fraud

Falsifyin

g

docume

nts/

lying

FavouritismUnethical behaviour is an action of falls outside of what is considered morally right or proper for a person, a profession or an industry. Individual can behave unethically, as can businesses, professionals and politicians.

Impact of unethical practices

Loss of confidence and trust from people who look up to the person or the company

Loss to the company in terms of resources and other financial aspects like cash money

Lowered employee performance and productivity

Lowered, damage or disfavoured company or organizational credibility

Damaged relationships between the management and the employees

Termination of contracts and agreements by stakeholders and firing of unethical employees

The incurrence of legal issues, including suites due to different unethical practices

Ethics in Organization

Different forms of communication in organizations either implicitly or explicitly establish ethical standards in organizations. Organizational codes for ethical conduct (Stevens, 1994), orientation programs (Pribble, 1990), newsletters, speeches, and directions from supervisors are all explicit ways of communicating ethical standards in organizations.

Jansen and von Glinow (1985) discuss the idea that organizational reward systems often reinforce behaviour counter to those very organization's ethical codes. For example, bonuses tied to sales results may communicate that results are most important and may encourage people to inflate sales reports or cheat to get results.

In fact, organizations that conduct business in an ethical manner are more successful, respected and profitable.

Fundamental of Work Ethics

An employee shall comply with the following fundamental principles:

Integrity: To be straightforward and honest in professional and business relationships.

Objectivity: not to compromise their professional or business judgement because of bias, conflict of interest or the undue influence of others.

Professional competence and due care: to maintain professional knowledge and skill at the level required to ensure that clients/customers or employers receive competent professional service.

Confidentiality: Respect the confidentiality of information acquired as a result of professional and business relationships and not disclose any such information to third parties without proper and specific authority unless there is a legal or professional right or duty to disclose.

Adopt professional behaviour: Avoid any action that may bring disrepute to the profession.

• Example: They may bring the profession into disrepute if they make exaggerated claims for the services they are able to offer, the qualifications they possess, or experience they have gained.

Fundamental of Work Ethics Practices

Punctuality

Honesty

Teamwork

TransparencyAssertive

Communication

Constructive feedback

Mutual Respect

Dependability Leadership

Efficiency

Quality

Modesty Initiative

Openness

Positive Work

Habits

Trust

Work Ethics Approach

Applied ethics – focus on issues of ethical decision making and problem solving in professional and organizational communities (Singer, 1986)

It is a concept and approach addresses issues of responsibility and accountability, limitations on ethical conversations, and the argument that ethics are not relevant when compared to efficiency and profitability. (Rosenthal & Shehadi, 1988; Ethics Resource Center, 1977; Farrell & Farrell 1997).

Work ethics may influenced by some approaches. Most commonly used by technical and industrial are the combination of Democratic and Indoctrinate. These approaches can be classified “descriptive-prescriptive and communicative approach” (Nill, 2003: 90).

Descriptive ethics describe the values and moral reasoning of individuals and groups and attempt to provide an understanding of the ethical process (Schopenhauer, 1979).

It is assumed that the ethical process affected by a variety of individual, situational, and contextual factors such as personal experiences, opportunity, the organizational environment and the cultural environment (Nill, ibid: 91).

Work Ethics Approach

The Democratic approach The Indoctrinate approach

Reward systems

Role modelling

Guest speakers

Lectures

Rote learningGroup

discussionOne-on-one counseling

Role play

Team building

Problem solving

Individualized instruction

ARISING PROBLEMS AND STRATEGIES TO TACKLE THEM

Arising Problems

Source: Ethics Resource Center and Kronos Inc*As reported by the Govt. of United State

The Problems and The Costs

Uncontrolled angerHarassmentStealingWorking inefficientlyDiscriminationDeliberate of deceptionFailure to honour commitmentsDisregard of company policyUnlawful conductMisrepresentation

Pro

ble

ms

The C

osts

Worsen the risks from scandal

Worsen Productivity

Worsen Employees Fraud

Reason Occur

Under Pressure

Financial Burden

Lack of Recognition

Low of Integrity

The Problems and The Cause

Organizations often do not explicitly discuss ethical issues and do not make these discussions part of the ongoing discourse of the organization.  A number of scholars have documented the fact that ethical issues are rarely discussed in most organizations. 

Toffler (1986) concluded that managers avoid engaging employees in discussions of ethics so as to maintain ethical ambivalence. This ambivalence, then, translates into plausible deniability in case something goes wrong.  

Deetz, Tracy and Simpson (2000) describe an ethics code of silence in organizations that drives ethical issues underground until they become significant problems (p. 125).

Seeger (1997) offers a somewhat less jaundice explanation as to why ethics are not part of the discourse of organizations. “Managers,” “ are usually not trained to discuss ethics” and often suffer from perceived powerlessness and general ambivalence with regard to ethical questions (pp. 187-188). 

The Problems and The Cause

Jackall (1988) – participants in organizations avoid discussions of critical value-based issues because it is politically sensitive. Ethical issues such as sexual harassment are often systematically ignored and forcing victims to rely on whistle blowing to call attention (Kreps, 1993; Near & Micelli, 1986)

According to Brown, 1990, Conversations about ethics are rare that it often go unaddressed in systematic ways in organizations.

The complex nature of organizational (responsibility and accountability) causality is often diffused such that investigator are frustrated in their attempt to understand basic question regarding how ethical choice are made. However, the communicative process whereby participants seek to portray themselves as more or less responsible for outcomes are important areas for inquiry.

Video

Strategies to Combat the Problems

• Planning, organizing, leading, controllingStaff Training

• Core values of company, management, employees, stakeholdersCode of Ethics

• Create solutions, leading by action, standard by example, set high standard for company etc..

Lead by Example Not by Force

•Create ethics policy, implement ethics training, communicate the mission and core values to every employees and customers, include ethics in performance evaluation etc..

Role Model

• Seminars, workshops by expert speakers/facilitators on the topic of ethics

Welcome Ethic Speakers

•Corrective action will follow the process of progressive discipline when the situation is a result of inappropriate behaviour or unsatisfactory performanceDisciplining

• Excellent Service Award(APC), Employee of the Month/Year, salary increment, Promotion, certificates of appreciation

Rewarding

• Employees accept worksheet with full responsibilityAccepting Responsibility

• Punctuality, Integrity, Loyalty, Team work, Positive attitude (Management – employees – stakeholders/customers)

Professionalism

Recommendation

Unavoidable Ethical Dilemmas for Public Officials

Mindful Managers

24/7 Workplace Connectivity: A Hidden Ethical Dilemma

Towards and Ethical Culture

Favouritism, Cronyism, Nepotism

When Good People Do Bad Things at Work

Confronting Unethical Conduct

Discussion

So, what is Professionalism?

Your Communication

Your Image

Your Competence

Your Demeanour

Ethics Q&A

Why might good people in this organization do unethical things?

What are our organization’s values?

Have we adequately articulated these values internally and externally?

Does our organization have written ethics policies, procedures, or structures?

To whom is our organization accountable?

What do we mean by “success”?

Does the leadership of our organization support the idea of an ethical workplace?

Conclusion

Communication is the central process through which employees share information, create relationships, make meaning and “construct” organizational culture and values. The crucial role of communication in dealing with complex issues, ethical and problems, and the rapid changes in a turbulent global industry are all focused on level of information sharing, issue discussion, task coordination, problem solving and consensus building. This process is a combination of people, messages, meaning, practices and purpose and it is the foundation of modern organization’s success.

Reference

• Deetz, S. A., Tracey, S. J., & Simpson, J. L. (2000). Leading organizations through transition. Thousand Oaks, CA:  Sage.

• Seeger, M. W. (1997). Organizational Communication Ethics: Decisions and Dilemmas.  Cresskill, NJ: Hampton Press.

• Jackall, R. (1988). Moral mazes the world of corporate managers. London: Oxford University Press.

• Kreps, G. L. (1993).  Promoting a sociocultural evolutionary approach to preventing sexual harassment. Metacommunication and cultural adaptation.  In G. L. Kreps (Ed.). Sexual harassment:  Communication and implications (pp. 310-318).  Cresskill, NJ: Hampton Press.

• Brown, M. T. (1990). Working Ethics.  San Francisco, CA:  Jossey-Bass.

• Singer, P. (1986).  Applied Ethics.  London:  Oxford.

• Toffler, B. E. (1986).  Tough choices.  New York: John Wiley & Sons.

• Farrell, H. & Farrell, B. J. (1997). The language of business codes of ethics:  Implications of knowledge and power.  Journal of Business Ethics, 17, 587-601

• Stevens, B.  (1994).  An analysis of corporate ethical code studies:  Where do we go from here. Journal of Business Ethics, 13: 63-72.

• Rosenthal, D. M., & Shehadi, F. (1988). Applied Ethics and Ethical Theory.  Salt Lake City, UT:  University of Utah Press.

• Nill, Alexander (2003), “Global Marketing Ethics: A Communicative Approach”, Journal of Macromarketing, 23(2):90-104.

• Schopenhauer, Arthur(1979), Preisschrift uber das Fundument der Moral, Stuttgart.

• Ethics Resource Center.  (2000). National Business Ethics Survey. [On Line]. Available:  http://www.ethics.org/nbes

• Matthew W. Seeger. (2001). Ethics and Communication in Organizational Contexts: Moving from the Fringe to the Center. Volume 5, Issue 1,

• Recep YÜcel, Osman Dagdelen. Globalization of markets, marketing ethics and social responsibility. http://cdn.intechopen.com/pdfs-wm/12111.pdf

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