Ethics and morals in the work environment

by Toronto Training and HR

November 2013

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CONTENTS5-6 Definitions7-8 Characteristics of behaviour at work 9-10 Decision making11-12 Orderly and disorderly organizations13-14 Counterproductivity 15-16 Criminal behaviour17-18 Behavioural integrity19-20 Risk factors21-23 Putting others before oneself24-26 Giving and taking27-28 Want and should29-31 Facts about ethics32-33 An ethical culture34-35 Cost of ethical misconduct36-37 Ethical leadership models 38-40 The causes of unethical leadership behaviour41-43 Preventing unethical leadership behaviour44-46 Morals47-48 A moral work climate49-50 Conclusion and questions

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Introduction

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Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

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Definitions

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Definitions

• Ethics• Ethical culture• Morals

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Characteristics of behaviour at work

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Characteristics of behaviour at work

• General responsibility• Job accountability• Leadership style• Sales aptitude• Stress response • Stress tolerance

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Decision making

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Decision making

Law, is it legal?

Identity, is it in accordance with our val-

ues?

Morality, is it right?

Reputation, does it affect our goodwill?

Economy, is it in accordance with our ob-

jectives?

Ethics, can it be justified?

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Orderly and disorderly organizations

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Orderly and disorderly organizations

• Recruitment and hiring practices

• Supervisory and management practices

• Corporate ethics and satisfaction programs

• Risk management programs-loss control, security and safety

• Facility appearance and organization

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Counterproductivity

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Counterproductivity

• Employees• Executives

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Criminal behaviour

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Criminal behaviour

• Employees• Executives

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Behavioural integrity

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Behavioural integrity

• What you say• What you do• Who you are

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Risk factors

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Risk factors

• Need • Opportunity• Attitude

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Putting others before oneself

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Putting others before oneself 1 of 2

TYPICAL APPROACHES• Repeatedly revive the team's

purpose and mission• Avoid taking personal credit for

the team’s success• Encourage team spirit and co-

operation• Remind the team members

how their personal interests will be fulfilled only by the success of the team's mission

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Putting others before oneself 2 of 2

TYPICAL APPROACHES (CONTINUED)• Treat all team members

objectively, equally and fairly don't use or abuse the authority you have over the team members to your own personal advantage

• Remember that people perform best when they can satisfy their deep life aspirations and priorities

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Giving and taking

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Giving and taking 1 of 2QUESTIONS TO ASK• What, if anything, does the

giver hope to get in return from the receiver?

• More generally, what is the giver’s motivation or intention?

• To what extent does the giver want to gain an improper advantage?

• What is the professional relationship between the two?

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Giving and taking 2 of 2QUESTIONS TO ASK (CONTINUED)• What is the exact value of the

object changing hands?• At what stage in the

professional relationship are they?

• Does the action take place before the receiver is to make a decision involving the giver or in the aftermath of such an event?

• To what extent does the local culture accept gifts between business relations?

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Want and should

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Want and should

• WANT-what we desire to do• SHOULD-thoughts about how

we should behave• Want choices• Should choices

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Facts about ethics

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Facts about ethics 1 of 2

• Insiders seem unconcerned about ethical lapses (most CEOs are silent about their colleagues’ misconduct)

• When ranking dimensions of executive conduct, managers and executives give the highest scores to honesty and integrity

• When subordinates, peers and bosses rank how managers behave on several dimensions, they give the highest scores for ethical and honest behaviour

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Facts about ethics 2 of 2

• Even companies under investigation for ethical violations rank honesty and integrity as key attributes for leaders

• Lack of integrity and honesty is rarely mentioned in feedback to leaders, even when the ratings show low scores in the dimension

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An ethical culture

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An ethical culture

• Formal systems• Informal systems

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Cost of ethical misconduct

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Cost of ethical misconduct

• Endangers an organization’s employer brand or perception as an employer of choice

• Endangers an organization’s financial status

• Endangers an organization’s security

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Ethical leadership models

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Ethical leadership models

• Servant leadership• Transformational leadership

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The causes of unethical leadership behaviour

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The causes of unethical leadership behaviour 1 of 2

• Enormous power• Access to money with low

visibility• Control over perks that can be

used for personal benefit• Few, if any, operational checks

and balances• Minimal oversight from the VPs• Huge incentives to reach

certain milestones

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The causes of unethical leadership behaviour 2 of 2

• Relentless pressure to achieve continuous improvement in quarter-to-quarter results

• Belief that they are responsible for the financial success of the organization and deserving of huge financial rewards

• The grey nature of many issues with which leaders grapple

• The slippery slope phenomenon

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Preventing unethical leadership behaviour

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Preventing unethical leadership behaviour 1 of 2

• Put safeguards in place to prevent misdeeds and warn new executives of the dangers

• Instill a balanced message regarding results and methods for attaining results

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Preventing unethical leadership behaviour 2 of 2

HIGH INTEGRITY LEADERS TYPICALLY:• Seem approachable• Act with humility• Listen with intensity• Make decisions carefully• Act assertively and

courageously by speaking up and reporting any wrong-doing

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Morals

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Morals 1 of 2

• A moral person• A moral manager

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Morals 2 of 2

• A moral person• A moral manager

Weak moral person

Strong moral person

Strong moral manager

Hypocritical leader

Ethical leader

Weak moral manager

Unethical leader

?

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A moral work climate

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A moral work climate

• Work climate according to the facilities

• Protecting work climate• Independence work climate• Work climate according to

regulations• Work climate by rules

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Conclusion and questions

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Conclusion and questionsSummaryVideosQuestions