Implementing Code of Ethics
Introduction
In order to stem out rogue practice and impropriety amongst membersin an organization, many organizations have resorted to develop Code of Ethics toenforce integrity and accountabilitywithin the organization and rid the organization of confusion and immoral conduct.Keller (2008) in fact points out that Code of Ethics helps the organization to avoid carrying out its operation in a rule of the jungle kind of a scenario.It helps in moldingresponsiblemembers and achieving aresponsible organization . In a scenario where defined Code of Ethics guide the members of an organization it is possible for that organization to easily realize its set objectives and vision due to the good correlations achieved by the ethical guidelines stipulated within the Code of Ethics document. Once a Code of Ethics is in place, it is important to ensure its operationalization otherwise it will remain ineffective. However to effectively disseminate the content of the Code, it requires the undertaking of a precise model of implementation in order to ensure that the Code of Ethics isthoroughly understood among the members of the organization. A proper implementation plan for the Code of Ethics amongst the members of the organization will ensure a continuous reference and internalization of the contents by the target members .
In order to come up with a formidable strategy in implementing a Code of Ethics in a working environment, it is important to observe and take advantage of a prevailing situation (Boehme et al., 2006). For example, if there is a scheduled corporate training, the ethics personnel or the ethics management committee can incorporate the exposition of the content of the Code of Ethics as part of the training modulesand empower members of its importance (Boehme et al., 2006). A number of approaches geared towards unifying the Code of Ethics document with other related organization’s documents are possible. For example,one of the approaches may be the incorporation of the Code of Ethics as part of the employment contracts given the employees(Boehme et al., 2006). A second perfect way of connecting the Code of Ethics with other related organization’s documents involves the incorporation of the organization’s mission, vision, core values, and other principles as part of the content of the Code ..
Research Backed Strategy of Sharing the Code with Stakeholders
Generally, the model of introducing the Code of Ethics to the organization’s members is equally as important as the Code itself (Boehme et al., 2006). It is safe to ensure that the introduction of the Code of Ethics to the members of the organization follows a research-supported strategy to guarantee success of its acceptance by the members. The most effective approach to introducing the Code to members is through a launch event in which the top leadership of the organization and those who contributed to the development of the code attends . The developers of the code can use the event as a platform of conveying the importance of the Code as a means to achieving responsibility and accountability amongst members .
Research Backed Strategy of Ensuring Members Adhere to the code
The key aim of the Code is to realize responsibility amongst members of the organization (Boehme et al., 2006). Unfortunately, considering that human beings and not machines are the target for the Code of Ethics, it is important to understand that its implementation and full absorption will definitely take time. As such to enforce the code it may require the ethics committee or the personnel who holds the role of enforcing the code first, to identify possible barriers that may hinder the embrace of the Codes(Boehme et al., 2006). Secondly, it would be important toinvolve the members in the process of development of the Code(Boehme et al., 2006).Thirdly, the team needs toallow for a period of internalization(Boehme et al., 2006).Fourthly, the team will require enacting and enforcing a widely accepted value spectrum and finally carry out a regular assessment to monitor compliance(Boehme et al., 2006).In addition to these processes the ethics team can incorporate the European Foundation for Quality Management (EFQM) model to ensure attainment of quality results in each of the above processes. The EFQM modelexposes areas of an organization that are on track and those that are not so that areas of improvement are notable(Boehme et al., 2006).
Research Backed Strategy of Code Evaluation
Research Backed Explanation Why the Code Will Work
Concerning the process of development of the Code of Ethics, it is human beings to whom the Code is develop. Human beings easily accept that which they have been very much involved in. Therefore, the involvement of the members of the organization in the process of coding the Code of Ethics ensures that by the time they receive it, they are already familiar with it(Boehme et al., 2006).Involving the members thus ensures that whatever is developed is not strange to them and can easily identify with it.It also ensures the addressing of issues of conflict of interest, respect, and confidentiality. Similarly, the Code of Ethics should address various concerns that the members may have while at the same time capturing the enforceability of contents that are able to maintainandrespect the dignity of the members of the organization who are the target of the Code. For example, the Code of Ethics address of concerns and elements such as dignified treatment of others within the organization, granting priority to customers, practicing fairness, honesty, and integrity, having an open door policy, commitment to excellence and discrimination guarantees its acceptance and ease of implementation.
References
Ethics Resource Center. (2001). A Guide To Developing Your Organization’s Code of Ethics. Washington, D.C.: Ethics Resource Center.
Andre, N., Cludts, S., Fisscher, O., & Laan, A. (2003). Measuring the implementation of codes of conduct. An assessment method based on a process approach of the responsible organisation. Journal of Business Ethics, 45 (1-2), 65-78.
Boehme, D. C., Kymmell, W., Smith, P., & Steinholtz, R. N. (2006). Implementing a Global Ethics Policy. ACC EUROPE'S 2006 ANNUAL CONFERENCE. Association of Corporate Counsel (ACC).
Keller, H. (2008). Corporate Codes of Conduct and their Implementation: The Question of Legitimacy. Berlin Heidelberg: Springer.
Appendix 1: The Written Code of Ethics
Treat Others How You Would Like to Be Treated: If you wouldn’t like to be yelled at, don’t yell at others. We do this with our employees and the environment by allowing employees the right to voice concerns and ensuring our factories aren’t hurting the environment.
Customers Come First: We are here to provide a service to the customers and without their continued business we can’t continue to provide employers with jobs and because we value employers we want to ensure you have a job for years to come.
“Be Fair, Honest and Open” (Johnson, 2013): We make it a priority to be open and honest about our expectations of employees and we hope you will be open with us if there is any injustice in the workplace so we can work together to fix the problem.
Open-Door Policy: All employees and employers have a voice and we want to hear it. Since employees are the bloodline of our organization, we want to ensure employees are highly involved in organizational decisions and encourage active involvement by all workforce members.
Committed to Excellence: You know when you are a having a bad day but please remember that the products provided at this organization are those of quality and you are the one who must assess whether you will be accountable for mediocre work done. Our organization relies on your individual accountability and we hope this responsibility is taken seriously.
Zero-Tolerance Policy: Discrimination is not allowed in our organization and any findings of this will be punished. No violations of workplace rules are allowed
