Professional Documents
Culture Documents
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 (e.g. ethics codes, social responsibility charters). In some cases,
corporations have redefined their core values in the light of business ethical considerations.
(e.g. BP's "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," "don't lie," etc.), and so these people don't
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 document/report.
1.3 10 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. Workers 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
Issues regarding the moral rights and duties between a company and its
shareholders: fiduciary responsibility, stakeholder concept v. shareholder concept.
Issues relating to the fairness of the employment contract and the balance of power
between employer and employee: slavery,[4] indentured servitude, employment law.
Bribery, kickbacks, and facilitation payments: while these may be in the (short-term)
interests of the company and its shareholders, these practices may be anticompetitive or offend against the values of society.
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.
Defective, addictive and inherently dangerous products and services (e.g. tobacco,
alcohol, weapons, motor vehicles, chemical manufacturing, bungee jumping).
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 someone's 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 Gresham's 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.
11
12
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.
6.4 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. Don't let workplace stress issues rob you of
striving for quality in everything you do.
6.5 Trust
There's no free ride to good work ethics. Trust is hard to earn and even harder to get
back after you've 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.
6.6 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.
6.7 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.
6.8 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, companywide 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.
13
14
15
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.
16
-8LITERATURE 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
17
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, 624635], 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 mens and womens propensity to
perceive unethical workplace behaviours as unethical.
Many studies report sex differences in ethical perceptions of managers and future business
leaders (i.e. 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
(e.g.,Bendixen 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 an
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 implications.
18
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 can 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, it's 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 isn't only key to job satisfaction and retaining your most valued
employees, but it's 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. Heres 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.
9.1 Improving Employee Morale.
Many businesses think that motivating employees to do their best without giving big
rewards isn't 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 makingespecially 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:
9.1.1 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
19
able to leave earlier, these are really great reward options. For a business where
this type of schedule isn't 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.
9.1.2 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. Don't 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.
9.1.3 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 aren't 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
20
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 manager's legacy.
9.2 Increased Customer Satisfaction:
In todays competitive market place its 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 others products and services. Because
of this, its 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 practicesfor example, in
hospitals by encouraging clinicians to actively involve patients in decisions about their
health carepatients do better clinically and say theyre 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
they're next.
9.3 Enhanced Productivity:
A strong corporate ethics culture can improve not only employee morale but also
performance, and help to improve an organizations 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.
21
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, it's 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.
9.4 Conserving Resources/Avoiding 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.
9.5 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.
22
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.
9.10
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.
9.11
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.
9.12
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.
9.13
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.
9.14
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
24
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 & illegal. Remember, the more productive an environment
for the employee is the farther the company will grow and produce results.
9.15
Downsizing, increase in work load & 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.
25
-10RESEARCH QUESTIONS
10.1
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.
10.2
Data
This study is cross sectional and the data was collected through Questionnaire.
10.3
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.
10.4
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 e.g., Mobilink, Telenor, Nestle, Metro Cash and Carry, GC
University Lahore, University of the Punjab, Forces Academy, Pace Lahore, etc.
10.6
The research findings shall be compiled and distributed to the employees and the
management of the organisation.
10.7
28
10.8
Frequency
Percent
14
7.8
166
92.2
180
100.0
Do you maintain appropriate confidentiality?
Usually
Yes/Always
Interpretation
It is found that most of the respondents maintain appropriate confidentiality in their job i.e.,
92% and remaining 18% usually do the same.
29
Frequency
Percent
14
166
180
7.8
92.2
100.0
Interpretation
166 persons say that they always say no 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.
30
Frequency
Percent
53
99
28
180
29.4
55.0
15.6
100.0
Interpretation
The answer shows that major part of employees do respect copyright laws as is obvious
through green color in the pie chart.
31
Frequency
Percent
15
165
180
8.3
91.7
100.0
Usually
Always
Total
Interpretation
More than 90% employees have responded that they are honest when they share
information with others.
32
Frequency
Percent
27
153
180
15.0
85.0
100.0
Usually
Always
Total
Interpretation
85 % of employees balance their organizational and personal needs and remaining 15 % do
not balance the same.
33
Frequency
Percent
24
91
30
35
180
13.3
50.6
16.7
19.4
100.0
Interpretation
A large number of respondents do say that they observe sexual harassment at workplace.
34
Frequency
Percent
14
47
119
180
7.8
26.1
66.1
100.0
Interpretation
66.1 % of employees say that they mange their personal biases.
35
Frequency
Percent
Usually
17
9.4
Always
163
90.6
Total
180 play
100.0
Do you think ethics
a vital role in improving performance of an
employee?
Usually
Yes/Always
Interpretation
A large portion of employees think which is almost 90% do believe that ethics play a vital
role in improving employee performance.
36
Frequency
Percent
43
23.9
137
76.1
180
100.0
Do you respect the diversity within your organization?
Usually
Yes/Always
Interpretation
76.1 % of employees like to maintain diversity within the organization.
37
Frequency
Percent
32
80
68
180
17.8
44.4
37.8
100.0
Interpretation
44 % of the employees say that they usually but not always utilize their authority properly.
38
Frequency
Percent
16
23
80
61
180
8.9
12.8
44.4
33.9
100.0
Interpretation
44.4 % of the employees always challenge themselves to do the right thing.
39
Frequency
Percent
49
131
180
27.2
72.8
100.0
Interpretation
72.8 % of employees challenge themselves to do the thing right.
40
Frequency
Percent
45
123
12
180
25.0
68.3
6.7
100.0
Never
Sometimes
Usually
Total
Interpretation
68.3 % of employees say that favouritism sometimes come in their decision making which is
huge part of the employees.
41
Frequency
Percent
79
98
3
180
43.9
54.4
1.7
100.0
Never
Sometimes
Usually
Total
Interpretation
43.9 % of employees say that they never follow unethical orders, 54.4 % say that sometimes
they follow unethical orders.
42
15. In a given opportunity, would you like to participate in the ethical standards training
programs?
Response
Sometimes
Usually
Always
Total
Frequency
Percent
17
41
122
180
9.4
22.8
67.8
100.0
Interpretation
A large proportion of employees which is 67.8 % showed their willingness to participate in
ethical program.
43
16. Have you ever raised your voice against unethical behavior at any level?
Response
Never
Sometimes
Usually
Always
Total
Frequency
Percent
21
38
83
38
180
11.7
21.1
46.1
21.1
100.0
Have you ever raised your voice against unethical behavior at any level?
Never
Sometimes
Usually
Yes/Always
Interpretation
83 out of 180 employees raise their voice at various levels If they face unethical behaviour.
44
17. Your competitor uses negative marketing techniques to promote its product or
services. Will you also do the same?
Response
Never
Sometimes
Usually
Total
Frequency
Percent
86
71
23
180
47.8
39.4
12.8
100.0
Interpretation
47.8 % of employees say that they will never use negative marketing techniques to promote
products.
45
Frequency
Percent
79
69
25
7
180
43.9
38.3
13.9
3.9
100.0
Interpretation
43.9 % 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.
46
Frequency
Percent
30
120
26
4
180
16.7
66.7
14.4
2.2
100.0
Never
Sometimes
Usually
Always
Total
Interpretation
66.7 % of employees say that females are subjected to sexual harassment sometimes but
rest of the reaction is a mix.
47
Frequency
Percent
Never
31
17.2
Sometimes
70
38.9
Usually
46
25.6
Always
33
18.3
Total
180
100.0
Does your organization have a written ethics policy?
Never
Sometimes
Usually
Yes/Always
Interpretation
A large portion of employees say that the have clear written ethical policy.
48
21. Does your company require it's employees to sign a code of conduct statement?
Response
Never
Sometimes
Usually
Always
Total
Frequency
Percent
37
42
63
38
180
20.6
23.3
35.0
21.1
100.0
Interpretation
A large portion of employees say that their company requires to sign a code of conduct
statement.
49
Frequency
Percent
Never
26
14.4
Sometimes
54
30.0
Usually
89
49.4
Always
11
6.1
Total
180
100.0
Are ethical behaviors expected out of your leaders?
Never
Sometimes
Usually
Yes/Always
Interpretation
Almost half of the employees do believe that ethical behaviours are usually expected from
their leaders.
50
Frequency
Percent
24
47
71
38
180
13.3
26.1
39.4
21.1
100.0
Interpretation
A very small portion say that ethical behaviours are not rewarded whereas 21.1% of
employees do believe that ethical behaviours are always rewarded.
51
Frequency
Percent
7
14
61
98
180
3.9
7.8
33.9
54.4
100.0
Never
Sometimes
Usually
Always
Total
Interpretation
A large portion of employees which is almost 54.4 % do believe that leaders in their
organizations act ethically.
52
Frequency
Percent
10
17
51
102
180
5.6
9.4
28.3
56.7
100.0
Never
Sometimes
Usually
Always
Total
Interpretation
A large portion of employees which is almost 56.7 % do believe that leaders in their
organizations act honestly.
53
26. Is the behavior of your leaders consistent with the stated ethics and values of the
organization?
Response
Never
Sometimes
Usually
Always
Total
Frequency
Percent
12
17
65
86
180
6.7
9.4
36.1
47.8
100.0
Is the behavior of your leaders consistent with the stated ethics and values of
the organization?
Never
Sometimes
Usually
Yes/Always
Interpretation
Almost half if the employees do believe that their leaders are consistent with the stated
ethics and values of the organization.
54
Frequency
Percent
87
50
23
20
180
48.3
27.8
12.8
11.1
100.0
Interpretation
48.3 % of the employees say that their leaders do not apply favouritism.
55
Frequency
Percent
13
51
75
41
180
7.2
28.3
41.7
22.8
100.0
Interpretation
41.7 % employees say that their organization usually provide training in business ethics and
22.8 % say that their organization always provide training in business ethics.
56
29. Do the leaders in your organization balance the needs of the business with ethical
issues appropriately?
Response
Frequency
Percent
Never
7
3.9
Sometimes
51
28.3
Usually
52
28.9
Always
70
38.9
Total
180
100.0
Do the leaders in your organization balance the needs of the business with
ethical issues appropriately?
Never
Sometimes
Usually
Yes/Always
Interpretation
38.9 % of the employees replied in affirmative while 28.3 % said that it is usual and not
always.
57
30. Does your organization balance it's short term business goals with it's long term need
for success?
Response
Never
Sometimes
Usually
Always
Total
Frequency
Percent
24
21
49
86
180
13.3
11.7
27.2
47.8
100.0
Does your organization balance it's short term business goals with it's long
term need for success?
Never
Sometimes
Usually
Yes/Always
Interpretation
47.8 % 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.
58
Frequency
Percent
12
47
34
87
180
6.7
26.1
18.9
48.3
100.0
Interpretation
A Major portion, e.g. 48.3 % of the employees, do say that their leaders do lead by example.
59
Frequency
Percent
27
23
130
180
15.0
12.8
72.2
100.0
Interprtation
A large portion of employees believe that overtime improves employee performance.
60
Frequency
Percent
17
17
56
90
180
9.4
9.4
31.1
50.0
100.0
Interpretation
50 % of employees say that ethics have positive impact on target achievement.
61
Frequency
Percent
18
97
46
19
180
10.0
53.9
25.6
10.6
100.0
Interpretation
53.9 % employees say that their company observes strikes due to ethical problems.
62
35. Do you think that your organization has perfect ethical behavior reward system?
Response
Frequency
Percent
Never
42
23.3
Sometimes
69
38.3
Usually
48
26.7
Always
21
11.7
Total
180
100.0
Do you think that your organization has perfect ethical behavior reward
system?
Never
Sometimes
Usually
Yes/Always
Interpretation
38.3 % of employees say that their companies have ethical behaviour reward system but it is
applied at times.
63
Frequency
Percent
93
33
38
16
180
51.7
18.3
21.1
8.9
100.0
Interpretation
More than 50% employees say that their organizations do not launch workshops on ethical
behaviours.
64
Frequency
Percent
9
18
46
107
180
5.0
10.0
25.6
59.4
100.0
Interpretation
Almost 60% of employees believe that leg pulling disturbs employee performance.
65
Frequency
Percent
14
15
36
115
180
7.8
8.3
20.0
63.9
100.0
Interpretation
63.9 % of the employees do believe that back biting is injurious to employee performance.
66
10.9
Sr.
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
Descriptive Statistics:
Questions
Min.
Max.
Sum
Mean
Std.
Deviation
Variance
180
706
3.922
0.269
0.072
180
706
3.922
0.269
0.072
180
515
2.861
0.658
0.433
180
705
3.917
0.277
0.077
180
693
3.850
0.358
0.128
180
436
2.422
0.951
0.905
180
645
3.583
0.633
0.401
180
703
3.906
0.293
0.086
180
677
3.761
0.428
0.183
180
576
3.200
0.720
0.518
180
546
3.033
0.909
0.826
180
671
3.728
0.446
0.199
180
327
1.817
0.534
0.285
180
284
1.578
0.528
0.279
180
645
3.583
0.659
0.434
180
498
2.767
0.916
0.839
180
297
1.650
0.697
0.486
180
320
1.778
0.829
0.688
180
364
2.022
0.634
0.402
180
441
2.450
0.982
0.964
180
462
2.567
1.042
1.085
67
22.
180
445
2.472
0.815
0.664
23.
180
483
2.683
0.954
0.910
180
610
3.389
0.794
0.630
180
605
3.361
0.870
0.757
180
585
3.250
0.884
0.781
180
336
1.867
1.022
1.044
180
504
2.800
0.874
0.764
180
545
3.028
0.912
0.832
180
557
3.094
1.061
1.125
180
556
3.089
1.004
1.009
180
643
3.572
0.740
0.548
180
579
3.217
0.965
0.930
180
426
2.367
0.804
0.647
180
408
2.267
0.949
0.901
180
337
1.872
1.036
1.073
180
611
3.394
0.862
0.743
180
612
3.400
0.937
0.878
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
180
68
-11THEORETICAL FRAMEWORK
In the instant case the variance in the dependant variable Employee Performance 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.
69
-12HYPOTHESIS
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.
70
-13RECOMMENDATIONS
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:
Never allow the employee to direct the conversation back to any employee(s) who
may have lodged a complaint make sure the person is aware that this meeting is
about him/her.
71
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).
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 bad apples. Surely, everyone has had at
least one on their staff at one time or another.
Be sure to check in with your other employees after youve 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 bullys threats could become more serious.
72
-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, 11,391-399.
8. Buchholz, R. A. (1989). "Fundamental Concepts and Problems in Business Ethics". In
Madsen, P., & 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, January/February). "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 1800-55-ETHIC.
14. Gandz, J. & Bird, F. G. (1989, Autumn). "Designing Ethical Organizations". Business
Quarterly, 54(2), 108-112.
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8. http://www.helium.com/items/1269994-understanding-the-relationship-betweenbusiness-and-ethics
9. http://blog.rozee.pk/2009/03/24/stop-work-placeharassment/?utm_source=newsletter&utm_medium=email&utm_content=editorCh
oice&utm_campaign=ROZEE_Weekly_e-Newsletter_24-03-2009
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