Organisational ethics are envisioned in the culture of the organisations culture. An
organisational culture refers to the organisations beliefs, practices, standards, procedures, attitudes, values, ideologies, customs, tone and language. These individual elements drive the ethical and moral aura of the organisations ecological community. Ethical organisational culture refers to that aspect of the overall organisational culture that consists of formal and informal systems of behavioural control which either promote or hinder ethical behaviour (Trevino et al., 1998)
Promoting Ethical Climate
Promoting ethical climate in the organisation is to utilitarianise these elements
towards the betterment of the organisations people, environment, and objectives. Moral agencies of the organisation have a duty to create any ethical climate within and outside the organisation. The organisations leadership, as the moral champions of ethical behaviour are indebted to create the ethical climate. Edward Hennessy once said Ethics must begin at the top of an organisation, it is a leadership issue and the chief executive must set the example. The duty of an ethical leadership is to remove ethical dilemmas and ethical problems. Ethical problems in a business are situations in which, on the other hand, one does not know what is right or wrong, and on the other hand one knows the right thing to do but fails to act accordingly (Nash, 1990). Organisations moral environment should be built on trust, honest, integrity and justice among other ethical ingredients to promote the organisations ethical wellbeing.
Healthy ethical environment is rooted on clarity. Clarification of what is expected of
the lieutenants and partners of the organisation will help to promote the organisational ethics. If clarity prevails in the organisation, expectations about what responsible choices should be made when dealing with ethical problems will be clear to both managers and employees (Kaptein, 1999) Clarity is found in the organisations code, guidelines, mission statement, policy statements, contracts and agreements. So the organisation through is moral agency should develop these moral and ethics code, which regulate the organisations ethical climate. When clarify has been defined, transparency must prevail in the application of the codes and rule. Same issue must be handled in the same way. Transparency brings up fairness, trust, commitment, openness and information sharing. In transparent organisations, employees, peers, colleagues and superiors are able to recognise and observe the consequences of (un)ethical behaviour (Hiekkataipale and Lms, 2017). Leaders must set an example of exemplary ethical behaviour in their contact as a critical way of contributing to the ethical behaviour of other members in the organisation. Their contact will act as a benchmark to people within and outside the organisation. (Solomon, 1999) noticed the same when he said managers act as role models and salient authority figures whose example of (un)ethical behaviour is often noticed and most likely followed by the other organisational members. According to the Corporate Ethical virtue theory, role modelling is a component of organisational ethics virtue of congruency
Organisational virtue of feasibility refers to an organisations ability to enable ethical
behaviour by offering adequate time, financial resources, skills, training, facilities, information, technology, etc. for attaining the organisational objectives (Kaptein, 1999). This usually is imbedded in the organisations strategy in supporting individual to execute their job. In my company there are cases where the mangers demand people to deliver, without providing adequate resources at time. In the quest to meet targets people will end up turning to unethical action. People will not report errors and sweep them under the carpet. Last but not list, ethical climates promotes enforcement of ethical behaviour through punishing unethical behaviour and rewarding ethical behaviour. The guidelines to rewards and punishments must be clearly stated in the codes, as seen (Pick n Pay, 2011) which reads In the event of misconduct, any disciplinary action must be lawful and fair, and a proper record should be kept for each employee. Disciplinary action cannot include physical abuse, corporal punishment, cruel treatment or punishment. Fines or deductions from salary are prohibited unless this is permitted by law and agreed to by the employee
Strengths and Weakness
The practises identified above come with their own strengths and weakness in operationalizing them. While the organisation is bad up of apples from cultures with different personas, putting ethical codes means transforming people into new personality. If not done with due care, the process of creating an ethical climate, might lead to moral disengagement and a reduction in self efficacy. The moral agencies have their own interest and ethical believes. There might be a risk bias in the process of creating ethical code. However, the process has an advantage of directing all people in the organisation to one strategy objective. Ethical climate has a motivational effect to the employees. If people believe that the organisation is operation with a moral reasoning, they are motivated to abide by its codes and participate in moral and ethical way.
Hiekkataipale, M.-M. and Lms, A.-M. (2017), (A)moral Agents in Organisations?
The Significance of Ethical Organisation Culture for Middle Managers Exercise of Moral Agency in Ethical Problems, Journal of Business Ethics, No. 1998, available at:https://doi.org/10.1007/s10551-017-3511-9. Kaptein, M. (1999), Integrity management, European Management Journal, Vol. 17 No. 6, pp. 625634. Nash, L.L. (1990), Good Intentions aside: A Managers Guide to Resolving Ethical Problems., Harvard Business School Press, Boston. Pick n Pay. (2011), Code of Ethics for Pick n Pay, pp. 128. Solomon, R.C. (1999), Better Way to Think about Business: How Personal Integrity Leads to Corporate Success, Oxford University Press, New York. Trevino, L., Butterfield, K.D. and McGabe, D.L. (1998), The ethical context in organisations: Influences on employee attitudes and behaviours, Business Ethics Quarterly, Vol. 8 No. 3, pp. 447476.