Chapter 3 Ethics and Social Responsibility Management 301 Haley Klein 1 3 1 How Do Ethics and Ethical Behavior Play Out in the Workplace a Ethics sets standards of good or bad or right or wrong in our conduct b Ethical Behavior is right or good in the context of a governing moral code c Ethical behavior is values driven i Values underlying beliefs and judgments regarding what is right or desirable and that influence individual attitudes and behaviors ii Terminal values focus on desired ends such as goal of lifelong learning 1 Examples self respect family security freedom inner harmony and happiness iii Instrumental values focus on the means for accomplishing these ends such as the role of intellectual curiosity in lifelong learning 1 Examples honesty ambition courage imagination and self discipline iv Postmodern Learning where students are taught to collaborate and utilize communication d What is considered ethical varies among moral reasoning approaches Four philosophical views on ethical behavior i Utilitarian view considers ethical behavior to be that which delivers the greatest good to the greatest number of people 1 Founded by John Stuart Mill 2 Tries to assess the moral implications of our actions in terms of their consequences 3 Relies on future outcomes that are difficult to predict ii Individualism view focuses on the long term advancement of self interests 1 People become self regulating as they strive for individual advantage 2 Pecuniary ethic push the law to its outer limits and to over other people over time to achieve one s objectives iii Justice view considers a behavior ethical when people are treated impartially and fairly according to legally rules and standards 1 Four types of workplace judgment a Procedural justice the fair administration of policies and rules b Distribution justice the allocation of outcomes without respect to individual characteristics such as those based on ethnicity race gender or age Interactional justice treating everyone with dignity and respect c d Commutative justice focuses on the fairness of exchanges or transactions i Fair if all parties enter freely have access to relevant and available information and obtain some benefit iv Moral Rights view considers behavior to be ethical when it respects and protects the fundamental rights of people 1 Protecting rights of employees privacy due process free speech free consent health safety and of conscience 2 Protects individual rights but does not guarantee outcomes will be beneficial to broader society e What is considered ethical can vary across cultures i Cultural relativism the belief that there is no one right way to behave that ethical behavior is always determined by its cultural context 1 No culture s ethics are superior 2 The values and practices of the local setting determine what is right or wrong ii Moral absolutism universalist ethical position suggesting that if a behavior or practice is not okay on one s home environment it is not acceptable practice anywhere across cultures and national boundaries 1 Certain absolute truths apply everywhere 2 Universal values transcend cultures in determining what is right and iii Ethical imperialism the attempt to externally impose one s ethical standards on wrong others iv Hyper norms core values that must travel across culture and national boundaries focus on human dignity basic rights and good citizenship 1 Donaldson faults with cultural relativism and moral absolutism all standards can be preserved while values and traditions of local culture are respected f Ethical dilemmas arise as tests of personal ethics and values i Ethical dilemma situation requiring a decision about a course of action that although offering potential benefits may be considered unethical ii Common Examples of Unethical Behavior at Work 1 Discrimination denying people a promotion or job because of their race religion gender age or another reason that is not job relevant 2 Sexual harassment making a co worker fell uncomfortable because of inappropriate comments or actions regarding sexuality or by requesting sexual favors in return for favorable job treatment 3 Conflicts of Interest taking bribes kickbacks or extraordinary gifts in return for decisions favorable to another person 4 Customer Confidence giving someone privileged information regarding the activities of a customer 5 Organizational Resources using official stationary or a business e mail account to communicate personal opinions to make requests from community organization g People have tendencies to rationalize unethical behavior It is not really illegal behavior is acceptable but questionable i ii It is in everyone s best interests iii No one will ever know about it iv The organization will stand behind me 2 2 2 How Can We Maintain High Standards of Ethical Conduct a Personal character and moral development influence ethical decision making i Character reflection of family influences religious beliefs personal standards personal values and past experiences ii Ethical frameworks well thought out personal rules and strategies for ethical decision making iii Three Levels of Moral Development Kohlberg 1 Postconventional Level Principle Centered Behavior a Stage 6 Act according to internal principles b Stage 5 Live up to societal expectations 2 Conventional Level Social Centered Behavior a Stage 4 Follow rules meet obligations b Stage 3 Act consistently with peers others 3 Preconvetional Level Self Centered Behavior a Stage2 Make deals for personal gain b Stage 1 Avoid harm or punishment b Training in ethical decision making can improve ethical conduct i Ethics training seeks to help them understand and best deal with ethical aspects of decision making and to incorporate high ethical standards into their daily behavior ii Pressure difference between ethical dilemma in training seminar or part of class discussions iii Spotlight questions highlight the risks from public disclosure of one s actions c Protection of whistleblowers can encourage ethical conduct i Whistleblowers persons who expose organizational misdeeds in order to preserve ethical standards and protect against wasteful harmful or illegal acts ii Strict chain of command can make it hard to bypass the boss if he or she is the iii Strong work gap identities can discourage whistleblowing and encourage one doing something wrong loyalty and self censorship iv Ambitious priorities sometimes make it hard to distinguish right from wrong d Managers as
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