Companies Are Expected To Act Ethically And Ensure Their Emp

Companies Are Expected To Act Ethically And Ensure Their Employees Are

Companies are expected to act ethically and ensure their employees are also acting ethically. However, as we know the level of ethics expected and those practiced are not always the same. Take a moment to share your thoughts on the following questions about ethics. Do you believe that ethics can be taught? Why or why not? If you were the CEO of a company how would you ensure employees operated at a high ethical standard?

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Companies Are Expected To Act Ethically And Ensure Their Employees Are

Ethics play a pivotal role in shaping the integrity and long-term success of organizations. The expectation that companies and their employees act ethically is a foundational principle of corporate governance, responsible business practices, and sustainable development. Yet, the gap often exists between the ethical standards that organizations aspire to and the actual behaviors exhibited by individuals within those entities. Understanding whether ethics can be taught and implementing effective strategies by leadership, especially CEOs, to foster high ethical standards are critical discussions in contemporary business ethics.

Can Ethics Be Taught? Analyzing the Perspective

The question of whether ethics can be taught is complex and multifaceted. Many scholars and practitioners argue that ethics, being a reflection of moral principles, can indeed be learned and instilled through comprehensive education and training programs. Education in ethics typically involves understanding moral philosophies, case-based learning, and moral reasoning skills, all of which can influence an individual's behavior and decision-making processes (Trevino & Nelson, 2017). For example, ethics training programs in corporations often emphasize codes of conduct, compliance policies, and moral dilemmas to guide employees toward ethical behavior (Ferrell, Fraedrich, & Ferrell, 2019).

On the other hand, critics contend that ethics are deeply rooted in personal values, cultural backgrounds, and individual character, making them resistant to formal teaching. According to Kohlberg's stages of moral development, individuals progress through cognitive stages that influence their moral reasoning, suggesting that ethical behavior develops over time and is influenced by societal and experiential factors (Kohlberg, 1984). Therefore, while the foundational values can be introduced through education, actual ethical behavior often depends on personal and situational factors that education alone cannot fully control.

The Role of Leadership in Promoting Ethical Standards

For organizations to cultivate a high ethical standard among employees, leadership plays a crucial role. As the highest authority, a CEO's commitment to ethics sets the tone for the entire organization. Leaders can emphasize the importance of ethics through clear communication, establishing a code of ethics, and embedding ethical considerations into everyday decision-making processes (Valentine & Fleischman, 2018). An ethical culture begins with the top management embodying integrity, transparency, and accountability.

Furthermore, CEOs can implement comprehensive ethics training programs, encourage open dialogue about moral dilemmas, and reward ethical behavior. Recognizing and addressing unethical conduct promptly reinforces the organization’s values and demonstrates a zero-tolerance stance towards misconduct. Building an environment where employees feel comfortable reporting unethical practices without fear of retaliation fosters trust and accountability (Kaptein, 2011).

Strategies for Ensuring Ethical Behavior in Organizations

Beyond leadership commitment, several structural and procedural strategies can be employed to promote ethical behavior. Establishing clear policies and procedures aligned with ethical standards creates a framework within which employees can operate confidently. Regular training updates, ethics workshops, and continual reinforcement of organizational values help maintain awareness and commitment to ethical standards (Schminke, Arnaud, & Kuenzi, 2007).

Implementing ethical audits and monitoring systems allows organizations to assess compliance and identify potential issues early. Moreover, integrating ethics into performance appraisal systems ensures that employees are held accountable for their behaviors and decisions. Creating a corporate culture that values honesty, fairness, and respect encourages employees to adhere to high ethical standards consistently (Trevino et al., 2006).

Conclusion

While there are debates about whether ethics can be taught, evidence suggests that ethical principles and moral decision-making skills can be imparted through education and training. Nonetheless, shaping genuine ethical behavior also requires a strong leadership example and organizational culture that supports integrity. As CEOs and organizational leaders, establishing clear ethical standards, fostering open communication, and embedding ethics into corporate practices are essential strategies to ensure employees operate ethically. Ultimately, ethical conduct benefits organizations by enhancing reputation, building stakeholder trust, and ensuring sustainable success.

References

• Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2019). Business Ethics: Ethical Decision Making & Cases. Cengage Learning.
• Kohlberg, L. (1984). The psychology of moral development: Essays on moral development (Vol. 2). Harper & Row.
• Kaptein, M. (2011). Toward an ethics code perfect. Journal of Business Ethics, 103(4), 455–468.
• Schminke, M., Arnaud, A., & Kuenzi, M. (2007). The role of leadership in ethical corporate culture. Journal of Business Ethics, 75(1), 1–17.
• Trevino, L. K., & Nelson, K. A. (2017). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.
• Trevino, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in organizations: A review. Journal of Organizational Behavior, 27(6), 643–664.
• Valentine, S., & Fleischman, G. (2018). Ethics programs, perceived organizational support, and manager's ethical climate. Journal of Business Ethics, 148(2), 391–404.