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Chapters 8-9 of The Ethics Primer for Administrators in Government Organizations

Acting on Duty in the Face of Uncertainty and Risk: Responsible Whistleblowing

Before choosing to report wrongdoings in a workplace, the chapter provides conditions required for effective whistleblowing. In most cases, whistleblowing acts lead to negative implications for both the whistleblower and the organization. Therefore, an individual must identify whether to make an internal complaint or reveal the problem to the public. The whistleblowing impacts are grave; a whistleblower initiating a complaint must be certain of the problem’s existence. Moreover, they should have factual information confirming the problem identified, differentiating the facts from rumors.

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Further, in addressing the identified misconduct, the reporter needs to focus on the problem’s occurrence, not the perpetuating individuals. The whistleblowers should ascertain the motive for reporting the problem, making it clear that their intentions serve the public interest, not self-gain. Before going public on the issue, whistleblowers should first utilize internal channels provided for addressing complaints. Personally, a whistleblower needs to establish their position in the problem’s occurrence while preparing for possible retaliation.

The chapter continues to analyze acts of whistleblowing, providing possible consequences resulting from whistleblowing. For instance, case examples of retaliation include setups, limelight on the whistleblower, isolation, threats, prosecution, and damaging informant reputation and records. The chapter also presents ways to safeguard whistleblowers from the negative impacts of deviance. The U.S government has put in place laws and policies protecting informants in the Whistleblower Protection Act of 1989, which also provides appropriate ways to file complaints and limitations hindering whistleblower protection. The chapter defines the term whistleblower towards the end.

Elevating Ethical Behavior in the Organization

Concerning ethical behavior in an organization, chapter 9 presents a discussion on how individuals can strengthen their moral actions from their interactions with others in the corporate setting. The chapter identifies five main tactics applicable to leadership and management. They enhance an organization’s ethical behaviors, including clear expectations, efficient control, training mechanisms, positive management practices, complaint and dissenting value channels, equity commitment, and public relations engagement process strong organizational and management cultures. Chapter 9 argues that nothing is more excellent than strong, credible, visible leadership for strengthening an organization’s ethical climate. The indications of ethical culture include ethical leadership. The supervisors’ reinforcement consists of people directly above the agency’s employees, setting an example of good practice and promoting ethical behavior. Peer engagement for ethics includes peer ethics support workers who “do the right thing.” Incorporated moral values are the values promoted by informal communication complementary and per the government agency’s values.

Additionally, chapter 8 outlines a comprehensive ethics and compliance program developed by the Ethics Resource Center to enhance an organization’s standards. In the section, the chapter’s practices discuss six critical ethical issues that include the organization’s code of conduct, and reporting of the observed violation. The ethics program creates a mechanism for seeking honest advice, training staff members, a tool for addressing ethical violations, appraisal, and evaluation of ethical behaviors in an organization. Additionally, the authors establish the role of management practices in elevating good ethical culture. Positive management practices such as employee inclusion in decision-making develop a sense of belonging to the organization resulting in better performance. The chapter discusses equity and involvement in dealing with the public, providing a clear understanding of what social equity is.

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StudyCorgi. (2022, October 1). Chapters 8-9 of The Ethics Primer for Administrators in Government Organizations. https://studycorgi.com/chapters-8-9-of-the-ethics-primer-for-administrators-in-government-organizations/

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StudyCorgi. "Chapters 8-9 of The Ethics Primer for Administrators in Government Organizations." October 1, 2022. https://studycorgi.com/chapters-8-9-of-the-ethics-primer-for-administrators-in-government-organizations/.

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StudyCorgi. 2022. "Chapters 8-9 of The Ethics Primer for Administrators in Government Organizations." October 1, 2022. https://studycorgi.com/chapters-8-9-of-the-ethics-primer-for-administrators-in-government-organizations/.

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StudyCorgi. (2022) 'Chapters 8-9 of The Ethics Primer for Administrators in Government Organizations'. 1 October.

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