Running head: SHORT TITLE OF PAPER (<= 50 CHARACTERS)
Dynamics of Ethics
December 6, 2010
Dynamics of Ethics
Organization influences the ethical behavior of employees. Employees care and always question about the ethical conduct of employers and tend to believe the action rather than the word of the employer. Managers can discipline an employee by verbal warnings or punishments. However, if a manager himself does not conduct himself ethically, an employee will not find good reason to follow the organization's rules. An example is in the case of Exxon-Mobil's management bribing foreign officials in Kazakhstan to obtain a contract deal. As the higher-management in Exxon-Mobil had set a bad example, employees working in Exxon-Mobil will not find good reason to follow the ethical guidelines that were implemented (Finegan, 1994).
How an employee behaves in an organization is made up of attitudes towards pay, promotions, co-workers, supervision and the work itself. These factors can play an important role in influencing how an employee in the organization behaves. A reasonable amount of wage should be paid in accordance to the kind of work an employee does. Extra bonuses and perks should also be handed out for hardworking employees. When an employee performs well and has shown potential in able to make important decisions, a promotion should be handed out in recognition of this ability. An organization should also work to ensure that there is harmony among the managers and workers and mediate to work out any conflicts (Finegan, 1994).
An employee's expectation on being treated fairly and ethically by an employer in return with a fair and reasonable amount of work is called the psychological contract. Employers that uphold the psychological contract will have employees that are more satisfied with their jobs and will give fewer problems. Employers can seal the psychological contract by developing a code of ethics. A code of ethics can offer guidelines against which unethical behavior can be judged.
According to Carson (2003), in order "to foster ethical employee behavior in an organization a low power distance suggests that a broad-based, cultural approach to managing ethics is needed. Specifically, managers and supervisors should take actions that develop trust, such as sharing useful information and making good on commitments" (Carson, 2003, p.389). They should also encourage open discussion of employees' business concerns and demonstrate respect towards employees. This can show the organization recognizes the strengths and contributions of employees. "Social factors such as the ethical climate of the organization and conformance to behavior of peers and superiors play an important part in mediating ethical reasoning of individuals" (Carson, 2003, p.389).
Organizations can provide ethics training in order for employees to learn how...