The Tribune

The shifting moral structure in our nation - and globally - has been blamed for the rise in unethical behaviour at work. People seem unconcerned with following the rule of law in and outside their workplaces. Some place the blame on younger parents who appear to take child-rearing less seriously than the traditionalist generation.

Employers and senior executives the world over want answers to the vexing question of how to address workplace ethics in a way that results in a positive change in behaviour. This discussion focuses on strengthening the ethical code of behaviour at work.

We firstly define ethics as a group of moral principles, standards of behaviour or set of values regarding proper conduct in the workplace. It is essentially requiring individuals, and the company as a whole, to reject anything done at work that might be considered illegal, or irresponsible and harmful to the business.

Successful companies will cite the many advantages of an ethical workplace, including:

* The ability to hire more individuals

* More resources can be purchased

* Less employee friction exists

* The company remains competitive ( prices, reputation etc)

Perhaps there are ‘grey areas’ that may not necessarily be unethical, but leave questions and doubt in the mind. There are some common behaviours, though, that are without doubt on the list of unethical offences. Tick those common in your workplace of work:

* Stealing workplace supplies

* Stealing company money

* Using company facilities for non-work productive activities

* Discounting company merchandise without authorisation

* Extending employee privileges to members of your family

* Taking without permission anything belonging to team members or clients

* Bribery or charging for services you are obligated to render

* Stealing of time - reporting late for duty and leaving before the prescribed time

* Wasting time at work on social media, personal telephone calls etc.

* Refusal to show team spirit

* Unwarranted and unnecessary absenteeism (chronic)

* Falsifying documents

* Breaches in confidentiality

* Ignoring safety rules

* Participating in, and encouraging, gossip and slander

* Terrible/negative attitude towards leaders, team members, clients etc

* Speaking negatively about the organisation

* Harassment of co-workers (sexual, name calling, bullying, etc)

* Soliciting (selling of Avon products, cook-out tickets etc)

* Illicit and promiscuous behaviour at work and in the community

* Addictions to substances and vices

* Consistent poor performance due to lethargic behaviour, lack of drive, energy, enthusiasm

* Moonlighting and operating other businesses that interfere with work assignments

Our greatest challenge in eradicating these behaviours from our workplace is our immense desire to rationalise and justify our actions. We make these statements that seem to excuse this vile behaviour:

* They won’t miss it

* Everyone else is doing it

* They don’t pay me enough

* They are not loyal to me so I won’t be loyal to them

* I can get away with it

* I’m not hurting anyone

* They deserve it

* The struggle is real

* No one is perfect

What is crucial in concluding this dialogue are practical solutions to unethical behaviour at work. Here are the top four suggestions for improving workplace ethics in your fellow team members and yourself:

* Reporting it when we see it

* Speak respectfully and frankly to the abusers

And ask yourself if you are unsure of your own behaviour:

* Is it legal?

* Does it go against company policy?

* Could I harm myself or anyone in the process?

* If everyone I knew saw me doing it, would I feel comfortable?

* Get professional help

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.