By Barbara Goodwin (auth.)
What might tempt you to whistleblow? Do Codes of behavior make firms moral? How do humans react to taking the blame for others? This publication solutions such questions, drawing at the perspectives of staff in 8 huge firms. One discovering is the `whited sepulchre phenomenon': an company which offers a squeaky-clean photo to the area yet has intrinsic failings which reason ethical dilemmas for workers. whereas therapy of consumers is regulated through Codes and Charters, inner enterprise is sometimes extra anarchic. The learn additionally exposes the ethical conflicts generated by way of party-political machinations in enterprises with democratic governance.
The ebook deals a distinct standpoint on moral attitudes at paintings and reactions to accountability and responsibility. It unearths that, even supposing non secular trust is declining, powerful ethical ideals nonetheless thrive and `ethical staff' abound. It highlights the significance of empowerment, tactics, and professionalism in developing the `moral organisation'. This unique learn will curiosity practitioners in enterprise, the general public zone and NGOs, particularly human assets execs, in addition to philosophers and company ethicists.
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Extra resources for Ethics at Work
G. the Airline's Code of Conduct): there are internal and external codes. Six of the organisations had detailed codes, many recently introduced, (sometimes in tlle guise of staff rules); tlle exceptions were the Water Company, which had four quasi-ethical principles and the Union which has stated aims and values, as much for the members as for the officers, but no code as such although its staff handbook was Emos OR CODE? 25 said to resemble the local government code. As suggested above, staff rules are an inhouse statement of expected standards whereas Codes of Conduct, such as that promulgated by the Airline, are partly for public consumption; however, rules are often labelled as codes - for example, the National Code of Local Government Conduct.
It covers matters such as interest, credit, confidentiality and complaints. Views on Good Banking were varied: The Bank has signed up to Good Banking and we adhere to that. There is the Code of Banking Practice; I'm not sure that we fully comply with it. I saw a survey showing that staff awareness of Good Banking was poor, so I insisted that copies should be displayed in the Bank. They are trying to get at the ethical side in Good Banking but are hardly falling over themselves to implement it. It's not legally binding.
A number of participants said that they were more likely to consult senior colleagues or partners than to consult the code: It's a big plus in a large firm, there's always someone to talk to. The sort of problems which led to the consultation of the rules, or of senior colleagues, were whether to notify the tax authority, the Inland Revenue, of its overpayment to client without informing client that this would be done, or against his wishes (three instances of this problem were given); taking tricky insolvency decisions; checking whether embarking on Ii personal relationship with a client's employee was defined as ETHOS OR CODE?