Running head: CODE OF ETHICS IMPLIMENTATION PAPER

Code of Ethics Implementation Paper

Matthew Bishop
Grand Canyon University: LDR-800
7/15/2015

CODE OF ETHICS IMPLIMENTATION PAPER

Ethical Code Connection

The following section will explain how the ethical code will be connected to important
documents within the organization. The prelude to the code of ethics itself is in fact a quote from
the mission statement of the organization. The rationale for this is to clarify the purpose of the
organization and establish the importance of the code itself before it is read. Woodrow (2006)
states that an effective mission statement allows individuals invested in an organization to fully
understand its purpose, as well as encourage them to grab hold of the desired goal of the
organization, and behave in a way that leads to the fulfillment of the goals of the organization.
Having read the mission statement of the organization, it will present the employees with a
rationale for why the subsequent codes are of utmost importance to abide by.
The code will also be included in organizational prints for both internal use (e.g.
handbooks, training material, performance reviews) and external use (e.g. donor presentations,
visitor pamphlets).
Launching the Code
The following section will detail a strategy for launching the code and communicating its
implementation to all stakeholders. The two primary strategies for launching the code will be
effective communication and intentional trainings. The simplest way to get an important message
to an organization with numerous employees is through an e-mail. Adam and Rachman-Moore
(2004) explain there are three components toward sending an effective e-mail that increases the
chances of it being read and understood. They state an e-mail should include a relational aspect,
use a respectful tone with a clear message design, and the author should present himself or
herself as credible. In order to incorporate these three aspects, the e-mail will come from the
chief executive officer as a way of establishing credibility. This e-mails introduction will be

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relational in nature expressing appreciation for the ways the organization has behaved ethically
in the past. This will be followed by a clear explanation for the reasoning of a code of ethics and
the code of ethics itself in the e-mail. A professional copywriter, to make sure it is aesthetically
pleasing and easy to read, will format all of this.
Following this e-mail, each department will undergo training to implement the code of
ethics that is designed specifically for their individual department. These trainings will discuss
how the code of ethics uniquely applies to their line of work. It will include a presentation,
examples that pertain to their department, and a question and answer time. Pratt (1990) states
that for trainings like this one that would be for current employees, more stimulation by
supervisors is needed because current employees are not as motivated to learn new materials as
recently hired employees are. For this reason, supervisors will play co-facilitate each of the
trainings along with the ethical officer for the organization. During this time, each employee will
receive a hard copy of the code of ethics.
Enforcing the Code
The following section will detail how the code will be enforced. There will be two
components which combined will produce a well-enforced ethical code. The first component is
intentional ethical screening during the interview process upon the hiring of new employees.
Hollwitz & Pawlowski (1997) encourage employers to use a structured interview procedure
whereby hypothetical circumstances are presented to the prospective employee and they must
explain how they would best respond. The answers would then be compared with the established
code of ethics to see if the individuals personal ethics match that of the organizations. By
implementing these ethical scenarios in the interview, the organization is enforcing that all new
employees should have personal values that reflect that of the organizations.

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The second component of the ethical enforcement is the review of ethical compliance with
each individual employee as a part of an annual evaluation. These reviews play a major part in
possible salary raises and promotions. Typically, during these reviews, employees are given
feedback by their direct supervisors on both things they do well and areas where they need
improvement on job performance. Newly included in these reviews will be an assessment of how
the employee has both effectively and ineffectively complied with the code of ethics. This will
not only serve as a means for educating employees on how they can properly follow the code of
ethics, but it will also be motivator for employees to excel in compliance within their position as
a means of receiving a raise or a promotion.
Evaluating the Code
The following section will detail how the code will be evaluated for effectiveness and the
process for future revisions.
-

Employee feedback

Audit

Ethical Committee

Discussion
The following section will be a discussion of why this implementation plan will be
successful.

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Appendix
The San Diego Rescue Mission believes in the inherent worth of every homeless man, woman,
and child. Our mission is to spread the good news of salvation through Christ by serving the
needs of the poor, addicted, abused, and homeless, thus improving the quality of their lives.
(San Diego Rescue Mission, 2015)

Honesty
o Trust is a vital part of every relationship; San Diego Rescue Mission employees
will strive to engage each other and those we serve with transparency and
openness. Fraudulent speech, documentation, or behavior has no place at the

Rescue Mission.
Fair Treatment
o The Rescue Mission believes all people were created in the image of God
regardless of their age, gender, race, ethnicity, religion, socioeconomic status, or
sexual orientation. San Diego Rescue Mission employees will strive to treat each
other and those we serve as Gods highest creation. Unmerited favoritism,

harassment, crude jokes, and other discriminatory behavior will not be tolerated.
Confidentiality
o Clients of the San Diego Rescue Mission are provided with various services in
which grant them confidentiality under the federal Health Insurance Portability
and Accountability Act of 1996. San Diego Rescue Mission employees will strive
create secure environments for all our clients and ensure all identifying
information about clients, (i.e. paperwork) are correctly kept in secure storage and
their conversation outside of the Rescue Mission does betray the right of the client

for confidentiality.
Safety
o The San Diego Rescue Mission desires to transform the downtown San Diego
neighborhood into a safe and secure place for all people. Employees will strive to

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model that behavior on work place grounds. With the exception of security guards
who are equipped and trained to defend in case of an emergency, weapons are not
permitted at the Rescue Mission; this includes knives with blades over 4 inches in
length.

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References
Adam, A., & Rachman-Moore, D. (2004). The methods used to implement an ethical code of
conduct and employee attitudes. Journal Of Business Ethics, 54(3), 225-244.
Hollwitz, J. C., & Pawlowski, D. R. (1997). The Development of a Structured Ethical Integrity
Interview for Pre-Employment Screening. Journal Of Business Communication, 34(2), 203-219.
Kuehl, R. A., Westwick, J. N., & Hunter, K. M. (2014). Y r u not responding: teaching effective
email communication. Journal Of The Communication, Speech & Theatre Association Of North
Dakota, 2723-30.
Pratt, H. J. (1990). Supervisors: Keys to effective training. Records Management
Quarterly, 24(1), 24.
Woodrow, J. (2006). Institutional Mission: The Soul of Christian Higher Education. Christian
Higher Education, 5, 313-327.