The Tribune

We last week encouraged civil servants to strive for excellence, and to promote high working standards in their professional life. Today, we stay in a similar ballpark by addressing the unethical public sector behaviour that must be rejected if we are to rise and advance as a people.

Here is a short list of abuses in government agencies that are common:

• Poor customer service and irresponsible behaviour, where the customers (internal and external) are disadvantaged.

• Addictions, and the use of illegal or legal substances, which might interfere with your ability to function.

• Harassment of co-workers or customers.

• Engaging in harmful gossip and slander at work, and interrupting the normal business flow and wholesome environment needed for productivity and efficiency to thrive.

• Vandalism and the willful destruction of government property.

• Falsifying records and breaking confidentiality codes.

• Ignoring safety rules, and leaving hazards in the workplace that might disrupt normal work functioning.

• Stealing by reason of employment. Stealing at work is usually classified in these three categories:

Merchandise

Money

Time

• Making unauthorised commitments or promises of any kind which bind the Government.

• Using public office for private gain.

• Failing to disclose waste, fraud, abuse and corruption to the appropriate authorities.

• Soliciting or accepting gifts or other items of significant monetary value for the execution of civic and normal duties.

• Acting partially, and giving preferential treatment to private companies and individuals.

• Protecting and conserving Government property, and not using it for unauthorised activities.

• Engaging in outside employment or activities, including seeking or negotiating for employment that conflicts with official Government duties and responsibilities.

There are many classic cases of abuse and unethical behaviour, which exact a tremendous toll on the Public Treasury. No longer can we sit idly by as our colleagues and friends rip holes in the public purse. There must be a unified stance, and culture where we hold violators to account. Here is a little of what can be done to combat this issue:

• Clarify the issues. Orientation should not be the last time employees hear the reminder about embracing a sound ethical code of behaviour.

• Address abuses appropriatel. Do not ignore violations when you see them. Have the courage to speak up

• Close organisational loopholes that might tempt employees to engage in unethical behaviour.

• Provide support to employees who might need specialised help. There are many among us who, by virtue of their upbringing or their current circumstances, simply do not have the moral constitution to act ethically. We must be our brother’s keeper in this regard, and lend a helping hand and word of advice.

• 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.