4. Ethics in the Workplace
“In an ideal workplace, structures and relationships will work together around
core values that transcend self‐interest. Core values will inspire value‐creating
efforts as employees feel inspired to do what is right, even when the right thing is
hard to do”
SHRM Foundation – Shaping an Ethical Workplace Culture
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5. What is Ethics?
The values and the culture in all interactions and relationships
• It is the moral compass
• Based upon a defined plan and strategy
• Continuously evaluated, monitored and communicated throughout the company
• Reflects honesty, integrity and transparency
Is the core of workplace culture – culture is unique to each organization
• Strong ethics are essential to successful business operations
• Basic principles by which we live good lives
• Workplace ethics should reflect organizational goals
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6. Results of Positive Ethics
Ethical clarity results in trust – between managers, employees and customers
• Positive results of an ethical climate:
• Increased employee satisfaction
• Compliance with legal guidelines
• Better organizational commitment
• Reduction in turnover and retention of top performers
“Real integrity is doing the right thing, knowing that nobody's going to know
whether you did it or not.”
(Oprah Winfrey)
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7. Organizational Culture
•Often abstract and difficult to measure
•More than the written policies and vision statement
•Includes employees interaction with each other and customers
•Organizational dress codes
Organizations should strive to create an environment in which it is easy and expected to do “the
thing”.
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8. Assessing your Organizational
Culture
Ethical content – identification of organizational values, such as integrity, honesty, professionalism and
accountability.
Ethical operations – Identification of how well the organizational values and policies regarding ethical
behavior are in alignment with daily operations.
Ethical individuals ‐ Evaluate and identify how well the organization holds individuals accountable for
ethical behaviors. Ethical character in leaders is crucial in fostering trust and having improved
operational performance.
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9. Shaping and Ethical Culture
“The glue that holds all relationships together ‐‐ including the relationship between
the leader and the led is trust, and trust is based on integrity.”
(Brian Tracy, motivational speaker and author)
Managers and leaders at all levels within the organization should establish the expectations for
employee behavior; provide training and educational opportunities, and ensuring accountability
for appropriate behaviors.
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10. Keys to Shaping Ethical Culture
• Employee involvement at all levels in the identification of training needs and the development of the
training program
• Provide proper training which focuses on increasing awareness of ethical behaviors and identifying specific
expectations for behavior
• Education and training should identify clear criteria for ethical behaviors
• Develop an ethics “checklist” to keep all employees accountable.
• Communication about ethical and unethical behaviors, as well as the consequences for noncompliance,
should be provided to all employees on a regular basis
• Create a culture of transparency
• Conduct ongoing evaluations of the organization’s culture, either by use of a climate or engagement
survey
• Establish clear expectations, guidelines and policies
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11. Outcome of Ethical Culture
Everything employees may say or may do, sends a message to our customers/external environment
• The tone established by top management has a vital role in influencing the culture of an ethical
workplace
• In the perfect workplace, policies, procedures and relationships are in alignment in such a manner as
to promote what is right for the customer/employee and the organization, rather than support
individual self‐interests
• Consistency in ethical behaviors builds stronger relationships with our employees, customers and the
general public.
Building strong ethics in an organization is a constant process
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13. What is Engineering Ethics
The study of moral issues and decisions confronting individuals and
organizations involved in engineering.
The study of related questions about moral conduct, character and relationships
of peoples and organizations involved in technological development.
Focuses on set of standards that cover engineers’ responsibility to the public,
clients, employers and profession
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14. Code of Ethics
Ethics are moral principles that guide behavior.
A code of ethics is a statement of principles made by an organization to aid its members in
serving their ethical obligations to society.
An example most relevant to electrical engineers is the code of ethics of the Institute of
Electrical and Electronics Engineers (IEEE)
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15. Engineering Code of Ethics
Guidelines and principles for evaluation of ethical conflicts
Not laws but often basis for laws
Developed for most engineering disciplines
Formally accepted by professional engineers
ECE engineering covered by
◦ National Society of Professional Engineers (NSPE) Code of Ethics
◦ Institute of Electrical & Electronic Engineering (IEEE) Code of Ethics
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16. NSPE - Code of Ethics
PEC – Pakistan Engineering Council
Professional engineer (PE)
◦ Hold professional license, member of NSPE
◦ Providing professional services to public, clients or government
PE are governed by statute and have very formal code of ethics
NSPE published first version of code of ethics in 1952, several revisions until present form
Consists of: -
◦ Fundamental cannons = fundamental principles
◦ Rules of practice = practical implementation of cannons
◦ Professional obligations = specifies guidelines for professional conduct
NSPE provides Board of Ethical Review to the members
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17. NSPE - Fundamental Cannons
1. Hold paramount the safety, health and welfare of public
2. Perform services in area of competency
3. Issue public statement in an objective and truthful manner
4. Act for employer or client as a faithful agent and trustees
5. Avoid deceptive acts
6. Conduct themselves honorably, responsibly and lawfully so as to enhance honor, reputation
and usefulness of the profession
Based upon these fundamental cannons, various engineering societies develop their own (usually
more specific) codes of ethics
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18. IEEE - Code of Ethics
Formed in 1963 as a merger of AIEE (American Institute of Electrical Engineers) and IRA
(Institute of Radio Engineers)
Worlds largest professional/technical organization for advancement of technology
Majority of IEEE societies are in areas of ECE
IEEE membership requires adherence to IEEE code of ethics
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19. IEEE - Code of Ethics
(Contin…)
1. To accept responsibility in making decisions consistent with the safety, health and welfare of the
public, and to disclose promptly factors that might endanger the public or the environment;
2. To avoid real or perceived conflicts of interest whenever possible, and to disclose them to affected
parties when they do exist;
3. To be honest and realistic in stating claims or estimates based on available data;
4. To reject bribery in all its forms;
5. To improve the understanding of technology, its appropriate application, and potential
consequences
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20. IEEE - Code of Ethics
(Contin…)
6. To maintain and improve our technical competence and to undertake technological tasks for others
only if qualified by training or experience, or after full disclosure of pertinent limitations;
7. To seek, accept, and offer honest criticism of technical work, to acknowledge and correct errors,
and to credit properly the contributions of others;
8. To treat fairly all persons regardless of such factors as race, religion, gender, disability, age, or
national origin;
9. To avoid injuring others, their property, reputation, or employment by false or malicious action;
10. To assist colleagues and co-workers in their professional development and to support them in
following this code of ethics
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21. Some Cases Of Ethical Decisions
Facing Engineers
Acknowledging mistakes (IEEE CoE – Cannon 7)
Conflict of interest (IEE CoE – Cannon 2)
Safety of products (IEEE CoE – Cannon 1)
Environmental safety (IEEE CoE – Cannon 1)
Responsibility arising from what others do (IEEE CoE Cannon 10)
Discrimination in the work place (IEEE CoE Cannon 8)
Whistle blowing (IEEE CoE Cannons 1, 2, 3, 4, 9)
Issuing non-expert statements (IEEE CoE Cannon 6)
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22. Inference
Codes of ethics are not a Law
Ethical behavior is not always protected by law
Frequently non-ethical behavior may be perceived as disloyalty
Many companies realize that ethical behavior is essential for their long term prosperity
Ethically aware companies provide
◦ Provide help to employees facing ethical conflicts
◦ Allow employees to rise ethical concerns anonymously
◦ Explicitly prevent any forms of retaliation for reporting unethical behavior
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