Organisational scandals seem endless, with one organisation’s disgrace often followed by another in an ongoing cycle of ethical intervals. A recurring theme in these involves individuals being aware of what is morally right but choosing to act otherwise. The core objective of behavioural business ethics is to unravel the essential factors driving ethical and unethical decision-making (Trevino et al., 2014). The aim is that by comprehending these factors better, organisations can establish frameworks promoting more consistent and frequent ethical conduct among employees. Despite these efforts, it is difficult to pinpoint the factors that genuinely stimulate ethical behaviours that are conducive to both profit maximisation and enhanced corporate social performance. (DeTienne et al., 2021)
Workplace ethic is a core value centered around diligence and dedication. It involves believing in the moral value of work and its potential to shape one’s character positively. A healthy work ethic embraces qualities such as reliability, initiative, and a commitment to acquiring new skills. Ideally, individuals who demonstrate a strong work ethic should be considered for elevated roles, increased responsibilities, and eventual promotions. Conversely, those who do not exhibit a commendable work ethic may be perceived as not providing adequate value for their wages, and, might not be suitable for promotions or higher responsibilities. Essentially, work ethic underscores the conviction that work holds basic moral value and entails a set of values characterised by diligence and hard work, contributing to the strengthening of one’s character (Khan, 2019).
Organisations that maintain high levels of work engagement exhibit an increased potential for employee growth and ethical behaviour, providing a competitive edge in terms of productivity. Firstly, positive views of workplace leadership that involve clear ethical standards, practicality, visibility, support, and transparency contribute to a favourable ethical work environment. Secondly, human resource practitioners aiming to enhance employee energy, involvement, emotional attachment, enthusiasm, and performance should recognise the strategic advantage of ethics and morality in the workplace (Mitonga-Monga and Cilliers, 2015). Employees view workplace ethics culture and positive ethical leadership as organisational assets which eventually lead to a positive exchange through enhanced work engagement, job satisfaction, job performance, and overall well-being (Bedi et al., 2015).
Employees who are engaged with an ethical workplace maintain higher levels of energy, a sense of significance, enthusiasm, pride, and immersion in their work, experiencing a flow in time. These positive effects are likely owed to the awareness of workplace ethics and morality as being respectful and fair. In essence, workplace ethics and morality is seen to positively and ethically influence the level of employee engagement. Workplace ethics and morals shapes the culture, climate, shared values, norms, beliefs about ethics, and employee engagement and productivity within an organisation. Ultimately, positive perceptions of an ethical and moral work environment including honest, and fair contributions lead to elevated levels of employee energy, mental resilience, inspiration, and concentration at work (Mitonga-Monga, 2016).
References
Bedi, A., Alpaslan, C. M., & Green, S. (2015). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 127, 1-20. doi:http://dx.doi.org/10.1007/s10551-015-2625-1
DeTienne, K. B., Ellertson, C. F., Ingerson, M., & Dudlet, W. R. (2021). Moral development in business ethics: An examination and critque. Journal of Business Ethics, 170, 429-448. doi:https://doi.org/10.1007/s10551-019-04351-0
Khan, D. T. (2019, July). Understanding essentials of work ethics in global perspective. International Journal of Engineering and Applied Sciences, 6(7). doi:10.31873/IJEAS.6.7.2019.13
Mitonga-Monga, J. (2016, August). Workplace ethics culture and work engagement: The mediating effect of ethical leadership in a developing world context. Journal of Psychology in Africa, 26(4), 326-333. doi:10.1080/14330237.2016.1208928
Mitonga-Monga, J., & Cilliers, F. (2015). Ethics culture and ethics climate in relation to employee engagement in a developing country setting. Journal of Psychology, 25(3), 242-249.
Trevino, L. K., Den Niewenboer, N. A., & Kishgephart, J. J. (2014). (Un)Ethical behaviour in organisations. Annual Review of Psychology, 65, 635-660. doi:doi.org/10.1146/annurev-psych-113011-143745
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