2. CONTENTS
3-4 Introduction
5-6 Ethics-does it make a difference?
7-8 Ideologically driven language
9-10 What is at the core of bad behaviour?
11-12 Ethics of corporate apologies
13-14 Why are ethics in decline?
15-17 Creating a culture of ethical behaviour
18-19 Employee risk
20-23 Payroll ethics
24-26 Ethical leadership
27-28 Pre-employment integrity tests
29-30 Orderly and disorderly organizations
31-32 Education and ethics
33-34 Stress facilitation
35-36 Ethics-related risk exposures
37-39 Virtues and the threat they pose
40-41 Messages that cause baggage
42-44 Values
45-47 Moral people and moral managers
48-49 The concept of moral licensing
50-51 Conclusion, summary and questions
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
14. Why are
ethics in
decline?
• A me-first attitude
• Craving for power, status,
wealth and recognition
• An “everybody is doing it”
attitude
• A lack of accountability
• A social acceptance of
wrongdoing as a way to
succeed
• A “rot at the top” stain
• A focus on short-term
benefitsPage 14
16. Creating a
culture of
ethical
behaviour
1 of 2
• State the values that matter
and why-for your
organization, your clients
and every employee
• Publicize the organization’s
commitment to ethical
values
• Top-down leadership must
commit to ethical values
• Managers at every level
must pledge to learn, teach
and apply the values stated
Page 16
17. Creating a
culture of
ethical
behaviour
2 of 2
• Remind the entire organization
that the right thing to do is
always to do the right thing
• Mottos and mission
statements make a difference
when they are displayed
throughout the workplace
• Be quick to take action when
ethics and values are violated
• Ethical training and
discussions help put values to
work
Page 17
23. Payroll ethics
3 of 3
STEPS TO TAKE
• Values and beliefs
• Simple language
• Provide examples
• Draft, edit and review
• Present and review
Page 23
32. Education and
ethics
• What are business schools
doing?
• Potential sources of
decoupling
• Themes to avoid
decoupling
• Drivers of decoupling
Page 32
43. Values 1 of 2 • At the heart of motivated
choice
• Personal values
• Basic biological,
psychological and social
needs
• Universal value types x 10
• Higher order value types
x 4
Page 43
44. Values 2 of 2 HIGHER ORDER VALUE
TYPES x 4
• Self-enhancement
• Openness to change
• Self-transcendence
• Conservation
Page 44
49. The concept
of moral
licensing
• The moral balance model
• Identity orientations
• Organizational citizenship
behaviour
• Moral license
• Counterproductive work
behaviour
• Personal reputation
Page 49