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Code of Ethics and Decision Rules
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An increasingly popular means for organisations in helping employees deal with ethical problems is to create a code of ethics. These codes formally state the organisation’s primary values and the ethical rules it expects its employees to follow. A recent survey included the following examples for corporate codes:
- Courtesy
- Respect
- Honesty
- Fairness
- Bribes prohibited
- Maintain confidentiality of records
- Do not use company property for personal benefits
- Do not propagate false or misleading information
Another approach to improving ethical behaviour is the use of decision rules. One author has proposed twelve questions to guide managers in handling the ethical dimension of decision-making:
- Have you defined the problem accurately?
- How would you define the problem if you stood on the other side of the fence?
- How did the situation occur in the first place?
- To whom, and to what, do you give your loyalty as a person and as a member of the corporation?
- What is your intention in making this decision?
- How does this intention compare with the probable results?
- Whom could your decision or action injure?
- Can you discuss the problem with the affected parties before you make the decision?
- Are you confident that your position will be as valid over a long period of time as it seems now?
- Could you disclose without qualm your decision of action to your boss, your chief executive officer and the board of directors, your family, and society as a whole?
- What is the symbolic potential of your action if understood/misunderstood?
- Under what conditions would you allow exceptions to your stance?
Proponents of formal ethical codes and decision rules argue that they reduce ambiguity and can significantly raise ethical standards. Opponents see these devices as nothing more than public relations tools. What do you think?
Click here to view a video on making better decisions in groups.