introduction of ethics

8/16/2019 Introduction of Ethics

1/35

Acknowledgement


2/35

Table of ContentsAcknowledgement...................................................................................................... 1

1. Introduction of ethics..............................................................................................21.1What is ethics?...................................................................................................2

1.2Approaches to ethics.......................................................................................... 2

1.3What use is ethics?.............................................................................................3

1.!thics can pro"ide a moral map.........................................................................3

1.#!thics can pinpoint a disagreement...................................................................3

1.$!thics doesn%t gi"e right answers.......................................................................

1.&!thics can gi"e se"eral answers.........................................................................

1.'(usiness !thics...................................................................................................

1.)The *eaning of (usiness !thics.........................................................................

2. Workplace +ustice in ethics..................................................................................... $

2.1Workplace +ustice............................................................................................... $

2.2,our T-pes of +ustice...........................................................................................&

istributi"e /ustice.................................................................................................. &

0rocedural /ustice....................................................................................................&

estorati"e /ustice...................................................................................................&

etributi"e /ustice................................................................................................... '

3. ,indings and results.............................................................................................1

ecommendations.................................................................................................... 33

eferences................................................................................................................3

Appendices...............................................................................................................3#

1. Introduction of ethics


3/35

1.1What is ethics?

At its simplest, ethics is a system of moral principles. They affect how people make decisions

and lead their lives.

Ethics is concerned with what is good for individuals and society and is also described as moral

philosophy.

The term is derived from the Greek word ethos which can mean custom, habit, character or

disposition.

Ethics covers the following dilemmas:

• how to live a good life

• our rights and responsibilities

• the language of right and wrong

• moral decisions - what is good and bad

!ur concepts of ethics have been derived from religions, philosophies and cultures. They infuse

debates on topics like abortion, human rights and professional conduct.

1.2Approaches to ethics

"hilosophers nowadays tend to divide ethical theories into three areas: metaethics, normative

ethics and applied ethics.

• #eta-ethics deals with the nature of moral $udgement. %t looks at the origins and meaning

of ethical principles.

• &ormative ethics is concerned with the content of moral $udgements and the criteria for

what is right or wrong.


4/35

• Applied ethics looks at controversial topics like war, animal rights and capital

punishment

1.3What use is ethics?

Ethics needs to provide answers. "hoto: Geoffrey 'olman.

%f ethical theories are to be useful in practice, they need to affect the way human beings behave.

(ome philosophers think that ethics does do this. They argue that if a person reali)es that it

would be morally good to do something then it would be irrational for that person not to do it.

*ut human beings often behave irrationally - they follow their +gut instinct+ even when their head

suggests a different course of action.

'owever, ethics does provide good tools for thinking about moral issues.

1.!thics can pro"ide a moral map

#ost moral issues get us pretty worked up - think of abortion and euthanasia for starters.

*ecause these are such emotional issues we often let our hearts do the arguing while our brains

$ust go with the flow.

*ut there+s another way of tackling these issues, and that+s where philosophers can come in - they

offer us ethical rules and principles that enable us to take a cooler view of moral problems.

(o ethics provides us with a moral map, a framework that we can use to find our way through

difficult issues.

1.#!thics can pinpoint a disagreement

sing the framework of ethics, two people who are arguing a moral issue can often find that

what they disagree about is $ust one particular part of the issue, and that they broadly agree on

everything else.


5/35

That can take a lot of heat out of the argument, and sometimes even hint at a way for them to

resolve their problem.

*ut sometimes ethics doesn+t provide people with the sort of help that they really want.

1.$!thics doesn%t gi"e right answers

Ethics doesn+t always show the right answer to moral problems.

%ndeed, more and more people think that for many ethical issues there isn+t a single right answer -

$ust a set of principles that can be applied to particular cases to give those involved some clear

choices.

(ome philosophers go further and say that all ethics can do is eliminate confusion and clarify the

issues. After that it+s up to each individual to come to their own conclusions.

1.&!thics can gi"e se"eral answers

#any people want there to be a single right answer to ethical uestions. They find moral

ambiguity hard to live with because they genuinely want to do the +right+ thing, and even if they

can+t work out what that right thing is, they like the idea that +somewhere+ there is one right

answer.

*ut often there isn+t one right answer - there may be several right answers, or $ust some least

worst answers - and the individual must choose between them.

or others moral ambiguity is difficult because it forces them to take responsibility for their own

choices and actions, rather than falling back on convenient rules and customs

1.'(usiness !thics

*usiness ethics is the accepted set of moral values and corporate standards of conduct in a

business organi)ation. The specifics of what this actually means can vary from one organi)ation

to another.


6/35

1.)The *eaning of (usiness !thics

According to /irk !. 'anson, a renowned ethics e0pert who also doubles as the E0ecutive

1irector of the #arkkula 2enter for Applied Ethics, 3business ethics is the study of the standards

of business behavior which promote human welfare and the good.3

*usiness ethics manifests both as written and unwritten codes of moral standards that are critical

to the current activities and future aspirations of a business organi)ation. They can differ from

one company to another because of differences in cultural perspectives, operational structures

and strategic orientations. The guiding framework of business ethics permeates all levels of the

organi)ation. %t is about having the wisdom to determine the difference between right actions and

wrong decisions.

%n simpler terms, business ethics fundamentally epitomi)es the organi)ation+s codes of corporate

governance. %t stipulates the morality standards and behavioral patterns e0pected of individuals

and the business as a whole. These moral benchmarks can be perceived in terms of the

microenvironment and macro environment of the business.

http://www.youtube.com/watch?v=vmVu66Fpd9U&feature=relatedhttp://www.youtube.com/watch?v=vmVu66Fpd9U&feature=related


7/35

2. Workplace Justice in ethics

2.1Workplace +ustice

4ustice is the legal or philosophical theory by which fairness is administered. The concept of

$ustice differs in every culture. An early theory of $ustice was set out by the Ancient Greek

philosopher "lato in his work The Republic. Advocates of divine command theory argue that

$ustice issues from God. %n the 56th century, theorists like 4ohn 7ocke argued for the theory of

natural. Thinkers in the social contract tradition argued that $ustice is derived from the mutual

agreement of everyone concerned. %n the 58th century, utilitarian thinkers including 4ohn (tuart

#ill argued that $ustice is what has the best conseuences. Theories of distributive $ustice

concern what is distributed, between whom they are to be distributed, and what is

the proper distribution. Egalitarians argued that $ustice can only e0ist within the coordinates of

euality. 4ohn 9awls used a social contract argument to show that $ustice, and especially

distributive $ustice, is a form of fairness. "roperty rights theorists like 9obert; take a

deontological view of distributive $ustice and argue that property rights-based $ustice ma0imi)es

the overall wealth of an economic system. Theories of retributive $ustice are concerned

with punishment for wrongdoing. 9estorative $ustice also sometimes called 3reparative $ustice3;

is an approach to $ustice that focuses on the needs of victims and offenders.

Greenberg 58


8/35

$ustice of events and situations in their everyday lives, across a variety of conte0ts Tabibnia,

(atpute, = 7ieberman, >??


9/35

The first thing that the betrayed person may seek from the betrayer is some form of restitution,

putting things back as they should be.

The simplest form of restitution is a straightforward apology. 9estoration means putting things

back as they were, so it may include some act of contrition to demonstrate one is truly sorry.

This may include action and even e0tra payment to the offended party.

9estorative $ustice is also known as corrective justice.

etributi"e /ustice

9etributive $ustice works on the principle of punishment, although what constitutes fair and

proportional punishment is widely debated. Bhile the intent may be to dissuade the perpetrator or others from future wrong-doing, the re-offending rate of many criminals indicates the

limited success of this approach.

"unishment in practice is more about the satisfaction of victims and those who care about them.

This strays into the realm of revenge, which can be many times more severe than reparation as

the hurt party seeks to make the other person suffer in return. %n such cases +$ustice+ is typically

defined emotionally rather that with intent for fairness or prevention.

2.3!thics and /ustice

Ethics concerns what is morally right or wrong. 4ustice concerns what is legally right or wrong.

%deally, $ustice is ethical, and one assumes that doing what is ethical is legal. 4ustice cares about

people@s rights, and righting wrongs when those rights are violated. Although 2ain denied being

his Cbrother@s keeper,D we e0pect ethical standards and administered $ustice to function as a

Cbrother@s keeperD to someone especially ourselves;.

4ustice can be restorative compensatory;, reuiring the wrongdoer to restore the innocent victim,

to the e0tent possible, to the same or a similar; condition the victim was in before the wrong

was committed such as paying to repair damaged property, paying hospital bills, returning

stolen goods, etc.;. !r, $ustice can be punitive penal;, punishing the criminals, as a matter of


10/35

social morality, for the wrong committed involving $ail time, fines, loss of a driver@s license, a

criminal record, or even capital punishment;.

2.Antecedes of /ustice perception

1.Employee articipation

E0tent to which employee feel that they are involved in decision making or other organi)ational

procedures. Green*erg = olger, 58


11/35

". (indings and results

The uestionnaires were filled %G% insurance and >? respondents was chosen for this study and

after thorough evaluation of uestionnaire the final results are.

(pss is used for 2alculating the results.

)emographics*

+E,)E-

reuency "ercent

alid

"ercent

2umulative

"ercent

alid #A7E 8 HI.? HI.? HI.?

E#A7

E

55 II.? II.? 5??.?

Total >? 5??.? 5??.?


12/35

A+E

reuency

"ercent alid

"ercent

2umulative

"ercent

alid >? T! >I > 5?.? 5?.? 5?.?

>J T! I 5I 6I.? 6I.? ? 5??.? 5??.?

1 /y work schedule is fair

1

reuency "ercent

alid

"ercent

2umulative

"ercent

alid (T9!&G7K

1%(AG9EE

> 5?.? 5?.? 5?.?

1%(AG9EE > 5?.? 5?.? >?.?

(!#E

B'ATAG9EE

H >?.? >?.? H?.?

AG9EE 55 II.? II.? 8I.?

(T9!&G7K AG9EE 5 I.? I.? 5??.?

Total >? 5??.? 5??.?


13/35

2. I think that my pay is fair.

2

reuency "ercent

alid

"ercent

2umulative

"ercent

alid (T9!&G7K

1%(AG9EE

5I.? 5I.? 5I.?

1%(AG9EE > 5?.? 5?.? >I.?

(!#E

B'ATAG9EE

8 HI.? HI.? 6?.?

AG9EE I >I.? >I.? 8I.?

(T9!&G7K AG9EE 5 I.? I.? 5??.?

Total >? 5??.? 5??.?


14/35

". I consider my work load to &e 0uite fair.


15/35

$. % feel that my $ob responsibilities are uite fair.

$

reuency "ercent alid "ercent

2umulative

"ercent

alid 1%(AG9EE H >?.? >?.? >?.?

(!#E B'ATAG9EE J ?.? ?.? I?.?

AG9EE < H?.? H?.? 8?.?

(T9!&G7K AG9EE > 5?.? 5?.? 5??.?

Total >? 5??.? 5??.?


16/35

'.%erall the rewards I recei%e are 0uite fair.

'


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?1%(AG9EE I >I.? >I.? ?.?

(!#E B'ATAG9EE J ?.? ?.? J?.?

AG9EE < H?.? H?.? 5??.?

Total >? 5??.? 5??.?


17/35

4ob decisions are made by my supervisor in a biased manner.


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?

1%(AG9EE H >?.? >?.? >I.?

(!#E B'ATAG9EE J ?.? ?.? II.?AG9EE < H?.? H?.? 8I.?

(T9!&G7K AG9EE 5 I.? I.? 5??.?

Total >? 5??.? 5??.?


18/35

3.#y supervisor makes sure that all employee concerns are heard before 4ob decisions are

made

3


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?

1%(AG9EE 5I.? 5I.? >?.?

(!#E B'ATAG9EE H >?.? >?.? H?.?

AG9EE 5? I?.? I?.? 8?.?

(T9!&G7K AG9EE > 5?.? 5?.? 5??.?

Total >? 5??.? 5??.?


19/35

4. #y supervisor clarifies decisions and provides additional information when reuested by

employees.

4


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE > 5?.? 5?.? 5?.?

1%(AG9EE I >I.? >I.? I.?(!#E B'ATAG9EE 5I.? 5I.? I?.?

AG9EE 5? I?.? I?.? 5??.?

Total >? 5??.? 5??.?


20/35

5.To make $ob decisions, my supervisor collects accurate and complete information.5


2umulative

"ercent

alid 1%(AG9EE H >?.? >?.? >?.?

(!#E B'ATAG9EE H >?.? >?.? H?.?

AG9EE 55 II.? II.? 8I.?

(T9!&G7K AG9EE 5 I.? I.? 5??.?

Total >? 5??.? 5??.?


21/35

16. All $ob-related decisions are applied consistently to all affected employees.

16


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?

1%(AG9EE 5 I.? I.? 5?.?

(!#E B'ATAG9EE J ?.? ?.? H?.?

AG9EE 5? I?.? I?.? 8?.?

(T9!&G7K AG9EE > 5?.? 5?.? 5??.?

Total >? 5??.? 5??.?


22/35

L55

Employees are allowed to challenge or appeal $ob decisions made by their supervisors.

11


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?

1%(AG9EE 5I.? 5I.? >?.?

(!#E B'ATAG9EE J ?.? ?.? I?.?AG9EE 5? I?.? I?.? 5??.?

Total >? 5??.? 5??.?


23/35

12 Bhen decisions are made about my $ob, the manager treats me with kindness and

consideration.

12


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?

1%(AG9EE < H?.? H?.? HI.?(!#E B'ATAG9EE 5I.? 5I.? J?.?

AG9EE < H?.? H?.? 5??.?

Total >? 5??.? 5??.?


24/35

L5 Bhen decisions are made about my $ob, the manager is sensitive to my personal needs.

1"


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE > 5?.? 5?.? 5?.?

1%(AG9EE 6 I.? I.? HI.?

(!#E B'ATAG9EE > 5?.? 5?.? II.?

AG9EE 8 HI.? HI.? 5??.?

Total >? 5??.? 5??.?


25/35

1$ When decisions are made a&out my jo&7 the manager deals with me in a truthful

manner.

1$


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?

1%(AG9EE H >?.? >?.? >I.?

(!#E B'ATAG9EE J ?.? ?.? II.?AG9EE < H?.? H?.? 8I.?

(T9!&G7K AG9EE 5 I.? I.? 5??.?

Total >? 5??.? 5??.?


26/35

1' Bhen decisions are made about my $ob, the manager shows concern for my rights as an

employee.

1'


2umulative

"ercent

alid 1%(AG9EE > 5?.? 5?.? 5?.?

(!#E B'ATAG9EE 8 HI.? HI.? II.?

AG9EE 8 HI.? HI.? 5??.?

Total >? 5??.? 5??.?


27/35

L5J Bhen decisions are made about my $ob, the manager is sensitive to my personal needs


2umulative

"ercent

alid 1%(AG9EE 5I.? 5I.? 5I.?

(!#E B'ATAG9EE J ?.? ?.? HI.?

AG9EE 55 II.? II.? 5??.?

Total >? 5??.? 5??.?


28/35

L56 2oncerning decisions made about my $ob, the manager discusses with me the implications

of the decisions.

13


2umulative

"ercent

alid

1%(AG9EE H >?.? >?.? >?.?

(!#E B'ATAG9EE I >I.? >I.? HI.?

AG9EE 5? I?.? I?.? 8I.?(T9!&G7K AG9EE 5 I.? I.? 5??.?

Total >? 5??.? 5??.?


29/35


30/35

15 Bhen making decisions about my $ob, the manager offers e0planations that make sense

to me.

15


2umulative

"ercent

alid 1%(AG9EE 5I.? 5I.? 5I.?

(!#E B'ATAG9EE 5> J?.? J?.? 6I.?

AG9EE I >I.? >I.? 5??.?Total >? 5??.? 5??.?


31/35

26 /y manager e8plains %ery clearly any decisions made a&out my jo&.

26


2umulative

"ercent

alid (T9!&G7K 1%(AG9EE 5 I.? I.? I.?

1%(AG9EE > 5?.? 5?.? 5I.?

(!#E B'ATAG9EE I >I.? >I.? H?.?

AG9EE 5> J?.? J?.? 5??.?

Total >? 5??.? 5??.?


32/35


33/35

-ecommendations

• !rgani)ation should have to develop some (!"s regarding $ustice.

• There should #onthly checks on $ustice implications.

• There should be punishments for avoritism.

• !rgani)ation (hould encourage Employees to 9ise voice against an unethical and

in$ustice activity.

-eferences


34/35

• http:business.lovetoknow.comwikiAM1efinitionMforM*usinessMEthics

• https:www.google.com.pkgwsMrdNcr,ssl=eiNrwJ$u4oTvug(lk4g*w

• http:www.slideshare.netanumituorgani)ational-$ustice->J55

Appendices


35/35

introduction of ethics

Documents