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Advancing Ethics in Public Organizations: The Impact of an Ethics Program on Employees’ Perceptions and Behaviors in a Regional Council

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Abstract

Ethics in public administration has been a subject of growing interest for both researchers and practitioners interested in the future of governance. This study examined the relationship between ethics and performance in local governance. We tested the effects over time of an ethics program on employees’ perceptions (awareness of the code of ethics, ethical leadership, inclusion of employees in ethical decision making [EDM], ethical climate [EC], organizational commitment, and quality of work life [QWL]) and behavior (organizational citizenship behavior) in one Israeli regional council. We conducted a longitudinal study of 108 employees, using data from a two-phase survey (before implementation of the ethics program and a year after) and objective assessments of employees’ behavior through managers’ evaluations. The main findings show that the ethics program was very effective, resulting in greater awareness of the code of ethics, increased inclusion of employees in EDM, and an improved EC. Furthermore, ethical leadership was positively related to employees’ awareness of the code of ethics, increased inclusion of employees in EDM, an improvement in the EC, greater organizational commitment, and higher QWL. Implications and suggestions for future studies are discussed.

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Abbreviations

FSG:

Federal Sentencing Guidelines

USSC:

United States Sentencing Commission

ACE:

Awareness of the code of ethics

EL:

Ethical leadership

EDM:

Ethical decision making

EC:

Ethical climate

OC:

Organizational commitment

OCB:

Organizational citizenship behavior

QWL:

Quality of work life

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Authors and Affiliations

  1. Division of Public Administration & Policy, School of Political Sciences, University of Haifa, Haifa, 31905, Israel

    Itai Beeri, Rachel Dayan, Eran Vigoda-Gadot & Simcha B. Werner

Authors
  1. Itai Beeri
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  2. Rachel Dayan
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  3. Eran Vigoda-Gadot
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  4. Simcha B. Werner
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Corresponding author

Correspondence to Itai Beeri.

Appendices

Appendix 1: Implementation of the Ethics Program

The development of the ethics code included the following steps and actions.

  1. 1.

    When the ethics program was introduced, all of the employees and managers assembled. At this meeting, the general outline of the ethics program was presented to the staff.

  2. 2.

    All employees were given two basic lectures on ethics by lecturers from the Academy of Quality Government.

  3. 3.

    A team was formed to develop the ethics code. The team was headed by the senior leadership of the regional council and a consultant of “The Movement for Quality Government in Israel.”

  4. 4.

    The team held six meetings with the consultant, aimed at analyzing possible conflicts and events underlying ethical dilemmas. Then, the team held meetings with various groups of employees (based on their professional profile) aimed at brainstorming about current ethical problems, writing down the problems and prioritizing the most important problems.

  5. 5.

    The team formulated the basic principles of the ethics code, in accordance with the meetings described earlier and the organizational vision. This process involved “ping-pong” revisions among the team members until agreement was accomplished.

  6. 6.

    The ethics code was presented to and approved by the Council Head.

  7. 7.

    The ethics code was introduced to the elected Council members, who held a discussion on its implications.

  8. 8.

    The council held a meeting with all employees and discussed the ethics code. Then, the ethics code was launched with a dedication ceremony.

  9. 9.

    The Director of Human Resources was appointed as the Ethics Commissioner of the Council.

The adoption of the ethics code included the following steps and actions.

  1. 10.

    The adoption process began with an opening meeting in which the mayor gave his blessing.

  2. 11.

    A team of organizational consultants that had guided the adoption of ethics codes in other organizations was appointed.

  3. 12.

    Council meetings and forums included an open discussion on ethics and ethical dilemmas, in accordance with the ethics code.

  4. 13.

    Managers met with the consultants for training, which included discussions of ethical issues and dilemmas relevant to the organization. The training began with simulations of past scenarios, i.e., reconstructing decisions made in the past and analyzing how these decisions could have been improved in light of the ethics code. The training gradually moved to discussing real present-day decisions in light of the ethics code. These meetings extended over a year, with the consultants’ attendance at the regional council for two to three working days every week.

  5. 14.

    These meetings were followed by training meetings of managers and employees. The early meetings were held with the attendance of a consultant.

  6. 15.

    Each manager personally met his or her subordinates and gave them the printed ethics code.

  7. 16.

    Meetings and forums continued to discuss decision making and how to resolve ethical dilemmas in light of the ethics code.

Appendix 2: The Measurement Tool

Awareness of the Ethics Code

  1. 1.

    When a decision has ethical implications, the organization’s ethics policy guides me in my decision-making process.

  2. 2.

    I have read the organization’s ethics code.

  3. 3.

    I understand what the organization expects of me in terms of ethical behavior.

  4. 4.

    I understand the content of the ethics code.

  5. 5.

    When I was hired, the ethical expectations of the organization were communicated to me.

  6. 6.

    Policies exist that describe how the organization expects its employees to act.

Ethical Leadership

  1. 1.

    The top leadership of this organization is concerned with ethical practice.

  2. 2.

    I feel comfortable consulting with my immediate supervisor when I have to make a tough ethical decision.

  3. 3.

    Top leadership places an equal value on productivity, quality, and ethical practice.

  4. 4.

    Moral concerns are given top priority by the organization’s top leaders.

  5. 5.

    My immediate supervisor sets a good example of ethical behavior.

  6. 6.

    Top leadership works quickly to resolve ethical issues.

  7. 7.

    My immediate supervisor looks the other way when employees make unethical decisions (R).

  8. 8.

    Top leadership provides employees with ethical guidance when it is needed.

  9. 9.

    The organization’s top leadership routinely strives to make decisions that are ethical.

  10. 10.

    If I reported one of my fellow employees for an ethics violation, my immediate supervisor would support me.

Inclusion in Ethical Decision Making

  1. 1.

    How frequently do you usually participate in making decisions on ethical issues that are related to hiring new staff?

  2. 2.

    How frequently do you usually participate in making decisions on ethical issues that are related to the promotion of professional staff?

  3. 3.

    How frequently do you participate in making decisions on ethical issues that are related to the adoption of new policies?

  4. 4.

    How frequently do you participate in making decisions on ethical issues that are related to adoption of new programs?

Ethical Climate

  1. 1.

    It is not unusual for members of my department to accept small gifts for performing their duties (R).

  2. 2.

    Some members of my department use their position for personal gain (R).

  3. 3.

    Members of my department have misused their position to influence the hiring of their relatives and friends in (city/county) government (R).

  4. 4.

    My supervisor encourages employees to act in an ethical manner.

  5. 5.

    Managers in my department have high ethical standards.

  6. 6.

    The people in my department demonstrate high standards of personal integrity.

  7. 7.

    There are serious ethical problems in my department (R).

  8. 8.

    Members of my department sometimes leak information that benefits persons who do business with my city (R).

Organizational Commitment

  1. 1.

    I am willing to put in a great deal of effort beyond that normally expected to help this organization be successful.

  2. 2.

    I talk up this organization to my friends as a great organization to work for.

  3. 3.

    I would accept almost any type of job assignment in order to keep working for this organization.

  4. 4.

    I find that my values and the organization’s values are very similar.

  5. 5.

    This organization really inspires the very best in me in the way of job performance.

  6. 6.

    I am extremely glad that I chose this organization to work for over others I was considering at the time I joined.

  7. 7.

    I really care about the fate of this organization.

Organizational Citizenship Behavior

The employee:

  1. 1.

    Helps others who have been absent.

  2. 2.

    Helps others who have heavy workloads.

  3. 3.

    Assists supervisor with his or her work (when not asked).

  4. 4.

    Takes time to listen to co-workers’ problems and worries.

  5. 5.

    Goes out of his or her way to help new employees.

  6. 6.

    Takes a personal interest in other employees.

  7. 7.

    Passes along information to co-workers.

  8. 8.

    Attendance at work is above the norm.

  9. 9.

    Gives advance notice when unable to come to work.

  10. 10.

    Takes undeserved work breaks (R).

  11. 11.

    Spends a great deal of time on personal phone conversations (R).

  12. 12.

    Complains about insignificant things at work (R).

  13. 13.

    Conserves and protects organizational property.

  14. 14.

    Adheres to informal rules devised to maintain order.

  15. 15.

    Covers for co-workers.

  16. 16.

    Helps people outside department.

  17. 17.

    Makes innovative suggestions to improve department.

  18. 18.

    Coasts toward the end of the day (R).

Quality of Work Life

  1. 1.

    The organization supports and encourages personal and professional development of employees.

  2. 2.

    I feel physically secure at my workplace.

  3. 3.

    My work positively influences my family.

  4. 4.

    I feel appreciated for the work I do.

  5. 5.

    My work enables me to fulfill my potential.

  6. 6.

    I feel that I learn during my work and thus can improve it.

  7. 7.

    I feel that this organization respects its employees.

  8. 8.

    I feel that this organization acts fairly.

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Beeri, I., Dayan, R., Vigoda-Gadot, E. et al. Advancing Ethics in Public Organizations: The Impact of an Ethics Program on Employees’ Perceptions and Behaviors in a Regional Council. J Bus Ethics 112, 59–78 (2013). https://doi.org/10.1007/s10551-012-1232-7

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