Essay 75 Points You Must Answer This Question

Essay75 Pointsyou Must Answer This Essay Questioninclude At Least 1

Scenario: You are CHRO at a large IT firm. Many employees are moonlighting (using company resources to work on side jobs), looking for work elsewhere, jockeying for political power, and behaving unethically. Around the time you become fully aware of these issues, the CEO suggests a widespread, heavy-handed performance appraisal/disciplinary program. Since you are not sure these behaviors are attributable to one or two “bad apples spoiling the bunch”, explain how you would plan for and execute strategic organizational change. Be sure to: · Consider the role of ethical leadership in creating an ethical culture · Define organizational culture · Describe the 3 factors that lead to culture formation and perpetuation · Describe the factors necessary to change this organization’s culture to one of ethical productivity.

Paper For Above instruction

The scenario presents a complex challenge involving unethical behaviors such as moonlighting, political jockeying, and misconduct within a large IT organization. As the Chief Human Resources Officer (CHRO), addressing these issues requires a strategic and systemic approach rooted in understanding organizational culture, ethical leadership, and change management principles. Merely implementing a heavy-handed disciplinary program might suppress overt misconduct temporarily but could undermine long-term ethical development if not accompanied by foundational cultural change.

At the core of this transformation lies the concept of organizational culture, defined as the system of shared assumptions, values, and beliefs that influence members' behavior and decision-making within an organization (Schein, 2010). Cultures shape how employees interpret their environment, what behaviors are reinforced, and how organizational goals are achieved. Culture formation is driven primarily by three factors: the organization's founding principles and leadership, the stories and symbols that circulate within the organization, and its policies and practices (Trice & Beyer, 1993). These elements forge a collective identity and set behavioral expectations that are perpetuated through socialization, reinforcement, and leadership exemplification.

Understanding that culture is both a product and a driver of behavior underscores the importance of ethical leadership. Ethical leaders serve as role models, signaling the organization's core values through consistent behaviors, transparent decision-making, and open communication. Their actions establish trust and legitimacy, fostering an environment where ethical conduct is normative (Brown & Treviño, 2006). Ethical leadership influences organizational culture by embedding values such as integrity, accountability, and respect, which serve as antidotes to misconduct and unethical practices.

Strategic organizational change to foster an ethical culture requires a comprehensive approach. First, it involves diagnosing the existing cultural state to understand underlying beliefs and behaviors driving current misconduct. Conversation, surveys, and focus groups can reveal whether issues stem from systemic flaws or isolated incidents. Second, alignment of organizational systems—such as policies, reward structures, and communication channels—is essential to reinforce desired behaviors. For instance, performance evaluations should include ethical conduct measures, and leadership must actively demonstrate ethical behavior.

Third, the change process must involve engaging employees at all levels, fostering a shared vision of integrity, and creating a climate of psychological safety where employees feel empowered to report unethical behaviors without fear of retaliation (Edmondson, 1999). This participative approach ensures buy-in and sustains cultural shifts over time.

Changing the organizational culture from one prone to unethical practices to one emphasizing ethical productivity necessitates deliberate efforts: articulating a clear ethical vision, embedding it into organizational policies, and continuously reinforcing it through training and leadership behavior. Leadership development programs should emphasize ethical decision-making and integrity. Recognition of ethical behaviors and accountability measures further reinforce the desired culture (Kaptein, 2008).

Ultimately, fostering an ethical culture is an ongoing process requiring commitment and consistency. By understanding how culture is formed and sustained, employing ethical leadership as a cornerstone, and systematically aligning organizational systems, a CHRO can guide the organization toward sustained ethical productivity rather than merely punishing misconduct. This systemic approach ensures that ethical behavior becomes ingrained in the organization's identity, leading to healthier, more resilient organizational performance.

References

• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595-616.
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
• Kaptein, M. (2008). Developing a measure for ethical culture in organizations: The role of leadership and organizational controls. Journal of Business Ethics, 77(2), 173-185.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Trice, H. M., & Beyer, J. M. (1993). The cultures of work organizations. Prentice-Hall.