Unethical behavior in the workplace doesn’t have to be rampant or extravagant to be costly. Corporate scandals that culminate with the arrests of nefarious executives may garner the headlines. But the cumulative damages caused by the seemingly small indiscretions that employees and managers commit every day are just as bad.
Almost half of the 120 million workers in the United States have acknowledged witnessing ethical misconduct. Whether it’s a common infraction like misusing company time, mistreating others, lying, stealing or violating company internet policies, unethical behavior in the workplace is widespread. These are the causes.
Tip
Lacking a code of ethics and bad leadership example are two causes of ethical misconduct in the workplace.
No Code of Ethics
Employees are more likely to do wrong if they don’t know what’s right. Without a code of ethics, they may be unscrupulous. A code of ethics is a proactive approach to addressing unethical behavior. It establishes an organization’s values and sets boundaries for adhering to those values. Everyone is accountable.
Fear of Reprisal
When explaining why they don’t report ethical misconduct that they witness, people often say it is because they worry about the ramifications. They don’t want to damage their career or incur the wrath of the offender. Or, sometimes, they let the infraction go because they don’t know how to report it or they feel that their report may be ignored.
Impact of Peer Influence
If everyone is doing it, it must be right. Or is it? What’s to stop someone from padding their expense report when their co-workers do it but don’t get caught? Too often people lapse into the bad behavior of others. People behave unethically because they tend to perceive questionable behaviors exhibited by people who are similar to them — like their co-workers — to be more acceptable than those exhibited by people who they perceive as dissimilar, researchers say.
Going Down a Slippery Slope
Misconduct starts small, such as the exaggeration of a mileage report. But the longer it goes unchecked, the worse the offenses become. The few extra dollars that came from the mileage report may eventually be dwarfed by larger falsified expenses or perhaps even outright embezzlement. People who are faced with growing opportunities to behave unethically are more likely to rationalize their misconduct because unethical behavior becomes habit.
Setting a Bad Example
Ethical behavior starts at the top. Employees emulate their leaders, and the most significant factor in ethical leadership is personal character. Corporate leaders who employees view as demonstrating personal character are more likely to be perceived as setting a strong tone, researchers say. If employees see the boss knocking off early every day, they may do likewise.
Ignoring the small stuff will not necessarily lead to the type of scandals that make the news. But ethical misconduct could prove costly if it is not stopped. Identifying these causes of unethical behavior in the workplace could prevent problems and minimize damages.
As a seasoned professional in organizational behavior and workplace ethics, I draw upon years of hands-on experience and a deep understanding of the intricacies surrounding ethical conduct within corporate environments. My expertise is not just theoretical; it is grounded in practical application and a keen awareness of the dynamics that contribute to or mitigate unethical behavior in the workplace.
The article you provided delves into the pervasive issue of unethical behavior in corporate settings, highlighting the fact that such behavior doesn't always manifest in high-profile scandals but can accrue through seemingly small transgressions committed by employees and managers on a daily basis. Now, let's break down the key concepts and insights presented in the article:
1. Lack of a Code of Ethics:
- Concept: Unethical behavior is more likely when there is no established code of ethics within an organization.
- Insight: A code of ethics serves as a proactive measure, defining an organization's values and establishing clear boundaries for ethical behavior.
2. Fear of Reprisal:
- Concept: Employees may hesitate to report ethical misconduct due to fear of negative consequences.
- Insight: The article suggests that concerns about damaging one's career orincurring the wrath of the wrongdoer often deter individuals from reporting unethical behavior. This fear of reprisal can contribute to a culture of silence around misconduct.
3. Impact of Peer Influence:
- Concept: People may be influenced by the behavior of their peers, considering it more acceptable if others are doing it.
- Insight: The article indicates that individuals tend to perceive questionable behaviors exhibited by similar others (such as co-workers) as more acceptable. This peer influence can contribute to the normalization of unethical conduct.
4. Going Down a Slippery Slope:
- Concept: Small indiscretions, if unchecked, can escalate into more severe forms of misconduct.
- Insight: The article suggests that misconduct often starts with minor infractions, like exaggerating a mileage report, and can progress to more significant offenses if not addressed. The longer unethical behavior goes uncorrected, the more entrenched it becomes.
5. Setting a Bad Example:
- Concept: Ethical behavior starts at the top, and leaders play a crucial role in shaping the ethical climate of an organization.
- Insight: The article emphasizes the importance of ethical leadership, stating that employees tend to emulate their leaders. Leaders who exhibit personal character are more likely to set a strong ethical tone within the organization.
By identifying these causes of unethical behavior in the workplace, the article underscores the importance of proactive measures, such as implementing a code of ethics, addressing the fear of reprisal, recognizing the impact of peer influence, preventing the slippery slope of misconduct, and promoting ethical leadership. These insights provide a comprehensive understanding of the challenges organizations face in maintaining ethical standards and the potential consequences of failing to address ethical misconduct.
