ethical culture of conduct report
TRANSCRIPT
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University Of Wollongong
Sydney Business School
Corporate Governance
TBS-909
Creating a Culture of Ethical Conduct and Social
Responsibility in a Public Sector Agency
Abdel razzaq AbuShahout
3954808
July 19th. 2012
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Words Count: 2836
Executive Summary
In the next couple of pages of this report we will be discovering an
important sub-factor that contributes in the prosperity of the public
agency, as is the ethical aspect and social responsibility, as the drivers
not only for survival but actually they have been showing high results in
term of profitability and competitive advantage. Though, precisely the
report focuses on how to create the code of ethical conduct and social
responsibility, that could be adhered by all the agency pillars,
accordingly, by explaining and exemplifying the fundamentals on how
to create successful code of conduct, proceeding to components of
successful ethical code of conduct, which spins over leading by example,the role of human recourses department and the positive correlation
between the agency social responsibility and the code of ethics.
Finally, some recommendations provided for public sector bodies to
establish effective code of ethical conduct according to the previous
results.
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Table of Contents
Executive Summary.................................................................................................... 2
Introduction................................................................................................................. 5
Fundamentals that support a successful code program ................................... 7
Elements and Motivation of Ethical Culture ..................................................... 7
Components of a successful code program ......................................................... 9
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Leadership and Top Management Commitment towards Ethical Culture 9
Human Resources Development Techniques ................................................. 12
Public Agency Social Responsibility ................................................................. 13
Conclusion.................................................................................................................. 17
Recommendations ................................................................................................... 18
References.................................................................................................................. 20
Appendices................................................................................................................. 24
Table (1.0): Ethical Guideline for Medical Practitioners............................... 26
Figure (1.0): Likelyhood of being satisfied with Organisation Top
Management .......................................................................................................... 26
Figure (2.0): Likelyhood of observing some type of misconduct by senior
executive ................................................................................................................. 27
Table (2.0): Health Care Practitioners Ethics Self-assessment ................... 31
Table (3.0):Self constructed CSR Indicators for public agency .................. 33
Figure (3.0): G.S.R Model..................................................................................... 33
Figure (4.0): Social Responsibility Sustainable Development .................... 34
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Introduction
Ethics in operations is not a new movement in agency environment, however,
what we have seen in the last decade of global agencies collapses affecting
the whole world of unforgettable financial recession period, urge us to be
more aware and emphasise on ethical conduct in the operational side of the
business which reflects on the commercial side (Bowen et al. 2003). In spite of,
the emergence of different corporate governance mechanisms to govern
these operations, taken into consideration different theories spanning from
normative stakeholders theory as a framework for corporate ethics and
management, which addresses morals and ethical values in the management
of corporate and other agencies (Qfinance.com 2012). Expanded to
stockholders theory to be applied between agencies to maximise stockholders
profitability while complying with the laws (Villines 2010), and ultimately social
contract theory that focuses on improving the wellbeing of corporation and
the overall welfare of society by setting rules to govern behaviors, where
rational people would accept, on the condition that others accept them as
well (Jones 2011; CSUS.edu n.d).
Nevertheless, agencies that strive at least to maintain its position in the
market during tough times they relies on their reputation, as according to
executives survey 60% of agencies market value resulting from its reputation
(McCafferty 2012). Therefore, when it comes to building an immune agency
environment its believed that its culture the main driver for the agency
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reputation according to the survey conducted by MWW Group for over than
100 institutions (Rather 2012), though, when the agency initially starts or
develop its culture they are optimistic of the results will be attained in practice,
of higher reputation, trustable agency to gain higher the profitability, in sense
its stimulates and satisfies public interest as employees are fairly treated,
management leads by example and different stakeholders want to be a part
of its operations to gain mutual monetary benefit (Allegiance 2008).
Shortly after, the benefits gained from establishing a culture of ethical
conduct are real. Hence, agency should understand the absence of not having
such kind of culture it would be costly in way or another to the agency,
formed of moral hazard, fraud, corruption and toxic work environment
impacting the overall prosper of the agency (Ethicsa.org 2012). Since then,
public agencies put efforts to determine and set up the pits and parts needed
to develop an ethical culture comprises ethical leadership, senior
management reinforcement, individuals commitment to ethics derived from
their own or agency official values (Mintz, S & Sage, A 2012) increase
feasibility and transparency (DNB 2009).
Therefore, particularly as a public sector agency they have to develop their
own ethical culture of conduct, that support its main values as main stream to
serve public interest. Though, it has to be break into three levels therein, as
suggested by Johnson & Scholes cited in (ACG.com 2012), firstly, macro level
concern of society, secondly, agency level concern of social responsibility and
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ethical issues related to implementation of strategies and thirdly, individual
level concern of workforce ethical behaviour, consequently, incorporating
both terminologies ethics and corporate governance in the agency structure
to be able to meet different needs of individuals and stakeholders.
Fundamentals that support a successful code program
Elements and Motivation of Ethical Culture
Indeed, to be able to develop a culture of ethical conduct we have to address
what the public agency needed to be concerned of, for instance, public
agencies over the last decade become more aware of the concept of total
quality management, ongoing improvement and social responsibility.
Accordingly, these concerns impacting positively the agency culture, in the
way they doing business, to contribute in further improvements regarding
efficiency and effectiveness of operations resulting of higher stakeholders
satisfaction, higher retention of workforce, above all higher potentiality of
sustainability (GSR 2012). Accordingly, towards this direction we need to
develop a holistic approach to introduce the required change in corporate
culture, to enable cohesive integration between the social, economical and
environmental aspects to build upon it to achieve sustainability. Therefore,
this transitional approach here will be highly effective if high collaboration
between stakeholders, such as (national-local government, higher education
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institutions, social partners, community groups, private enterprises, chamber
of commerce and NGOsetc.), engaged to share their expertise and know-
how to develop a baseline of agreed ethics (GSR 2012). As a result, this
network will help public agencies to agree on and constantly communicated
well-defined objectives, that are aligned with their ethical endeavor mission to
embrace a set of accepted morals required in daily interactions (Merchant
2012), hence, forming an ethical guideline, which fundamentally epitomise the
overall code of ethical conduct (Merchant 2012).
A good example fits in this area is the public health care sector as it aims to
provide a holistic health awareness among health care providers, to offer high
quality health care for patients. Hence, an annual conference to be held for
medical staff and administrative members, to share the knowledge and
experience regarding various situations to ease making ethical decisions,
however, they are guided by universal practice principles endorsed by
international Society of Holistic Health (ISHH), to fulfill public perception of
health care sector quality, table (1.0) in appendices shows basic guideline for
health care practitioners to comply with. Certainly, similar modified table that
serves the public interest should be used in any public agency. However,
according to the Australian health care system even effective governance in
place that only could remove the barriers, more delegation, better allocation
of resources, but does not mean solving patients care problems rather than
creating enabler environment to solve issues effectively and efficiently in
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ethical manner, which is what should be sought in any Australian health care
provider (Dwyer & Eager 2008).
Components of a successful code program
Leadership and Top Management Commitment towards Ethical
Culture
Top managers commitment is threshold to an ethical culture of conduct,
because there is no point to invest in implementing ethics and compliance
program, unless there is a foreseeable initiatives by the top level managers as
motivations to engage all lower levels personnel, thus, those top managers
become as an fulfilling example for fellow workers as shown in figure (1.0),
Therefore, as they became leaders they should stand up for their values and
balancing public interests inside/outside to prevent conflicts, as well as, they
Should be transparent and consistent in their words and deeds, additionally,
tailoring HR policies, they should go through development programs focuses
on how to encourage employees to behave ethically, protect them from
unethical behavior consequences and openly recognise competencies at lower
level through monitoring and open discussion for ethical issues (DNB 2009).
Otherwise, as an implication the principles of ethical conduct will not be
actually followed by the employees in the organisation (Singh 2012 ).
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Certainly, to ensure higher level of compliance and ethical conduct corporate
could establish ethics office, to take care of monitoring what others doing
regarding ethical decision-making to help keep the company out of the dog
house, and to help maintain/restore the companys reputation when
unethical or compliance issues faced (Bednar 2007).
More importantly, without buy-in and the supportive role of senior
management more likely any code of ethics initiatives will jam at this level,
thus, senior managers has significant contribution in communicating a clear
understanding of agency strategic direction, as long as they are able to build
relationships with their followers based on trust, as agencies with high level of
trust have three folds shareholders return in comparison with its peers with
lower level of trust (Trevino & Nelson 2010, p.228), which will ease showing
their ethical behaviour, by acting ethically all the time and frequently point
out clearly ordered core values and widely shared ethics of the agency, as
many agencies try to indicate its core values in relation to some extent to
reputation-drivers (transparency, credibility, reliability, liability); hyper-
norms (openness, equality, empathy, integrity, expectedness, accountability);
and ethical-decision criteria (cost of an action, observance of duties, rights
and/or justice and expected skill) (Ethicscentre.org 2008), to be in the best
interest of stakeholders related to decision making process, as well provide
practical guidance on how employees adhere to those code of conduct as
standard operating procedures (SOP) (Walker 2010; Ehrich et al. 2004), this
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ethical leadership requires modeling, coaching, and careful communication
(McGunagle 2011). Therefore, since we have determined which is the core
values that suits the corporation strategic direction, then senior management
are able to clarify the roles and assign responsibilities at all pillars, by defining
each position classification standards and the reporting channels to ensure
everyone are able to contact at anytime the ethics office to guarantee
transparency and accountability (opm.gov 2009). Though, impedes
environment of misconduct as shown in figure (2.0).
Exemplifying the prior theoretical platform of building ethical culture by how
the healthcare executive plays fundamental role, to cope with todays public
interest from health care, hence, those executives has to review, reflect and
foster change in culture required to their corporations operations, basically as
first they starts by taking the self-assessment provided by ACHEs ethics as
shown briefly in table (2.0), based on that they start reviewing the agency
statement of values and clearly crossing the message during interviews,
orientations and usually need to be aligned/tailored with employees position
description, as well as determine rewards and punishments on some types of
behaviors. Most importantly, health care managers must ensure existence of
ethics-oriented system to proactively promote ethical practices and address
uncertain situations with engagement of all staff members in daily operations
(Nelson & Donnellan 2009). For example, as procurement in health care reflect
the performance of the system for resources allocation and reduce the system
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rigidities, therefore, decentralising the decision-making is the best option but
that could lead to unethical practices within procurement department
personnel, such as inaccurate billing, bias contracts, briberyetc. with the
existence of understood sound ethical (SOP), which will act as deterrent for
those vulnerabilities done by any person who pretend adhering to ethical
code of conduct (Nelson & Donnellan 2009). Accordingly, achieving
corporatisation as refers to restructuring health sector in term of
management decision-making and mimics the structure and efficiency of
private sector while assuring that social needs precisely met (Dwyer & Eager
2008).
Human Resources Development Techniques
Another enabler for ethical and social responsible culture is acquiring best
practices in human resources department, to define a definite ethics baseline
in the agency, which will help in recruitment and selection processes.
Therefore, we are able to examine candidates personal believes in ethics and
social awareness during interviews, by providing previous ethical dilemmas
they went through, and ask for solutions for ethical situations they could face,
e.g. what is their response to receiving a free gift from a vendor? Or, their
reaction on misconduct by colleague? and so on, Consequently, if they were
successful applicants they will be asked to read and agree by signing-off well
written code of conduct provide basic awareness of how the operations is
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conducted and agency expectation of them (Walker 2010). Later on, HR
department has bigger contribution role by providing intensive training
sessions, that differ from top managers/seniors or junior employees according
to different assessment criterias that takes differences into account
(Levanon & Choi 2006). As well it does not have the same effect on all level of
employees (Ethics.org 2006). Thereby, it should be broken down to provide
more focused training experience based on particular job, culture and level
(Giacolone & Knouse n.d).
In that sense, HR leaders has to make employees accountable for their
behaviors, through strategies of punishments for ethical infractions, such as
rehabilitation to get them back on track and teach them how to do the right
things, and setting them as an example for their colleagues as deterrence of
ethics offending. Ultimately, the most powerful way to make them adhere to
ethics is by considering ethical standards in promotion, as criterion for
advancement in the organization (Giacolone & Knouse n.d).
Public Agency Social Responsibility
Accordingly, within this context the existence on effective code of ethical
conduct will lead the agencys individual leaders and subordinates to be self
responsive to societal issues, as in general public agencies want to build
trustful relationship with stakeholders, which could not be succeed unless the
public perceives these actions is honest (Regency.org 2008), hence, over the
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last years many governmental funded agencies starts performing some
activities related to their social responsibility, knowing that those imperatives
are whether inner-driven (e.g. trustworthiness, integrity, transparency)/ outer-
driven (e.g. social norms: equality, compassion, responsibility). However,
within the Australian public agencies environment those drivers are made
known respectively as recruitment (staff retention), public (perception) and
cost management are the leading drivers for government social responsibility
(GSR) initiatives (Thornton 2011). Therefore, initially we need construct a
supportive factor for social responsible culture, according to the Australian
centre of CSR (ACCSR) we should define number of indicators to measure the
corporate performance towards its social responsibilities, that it has been
already incorporated within the operations strategies at all pillars vertically
and horizontally from different perspectives, as shown in table (3.0).
Afterwards, as we implemented the basics of the SR culture, here the ethics
and compliance officials contribute to transform our workforce mindsets, to
increase their awareness for areas are vulnerable to public scepticism, such as
productivity and quality of services offered (Hills et al. 2009), through, HR
practices discussed previously. Hence, if we particularly focus on the new GSR
model developed by South East Europe (SEE) programme regions in figure
(3.0), we would be able to address specific issues surrounding innovation,
environment, accessibility and the prosperous sustainable growth areas in
countries that have low-level of corruption to consider as bigger issue than
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environment, thus, as clarified by global CEO survey findings to focus on by
2014, for agencies who relies on governments as source of revenues, those
areas are environmental and SR practices, as such eco-friendly products and
services, retaining the right people for eco-innovative strategy and more
importantly, more attention on risk management to protect themselves of
depletion of natural resources (PwC.com 2011).
Accordingly, NSW state transit provide closer example as a leader in buses
industry in environment management, after the implementation of
environmental management system, allowing state transit develops its
policies relying on environmental principles, basically, to deliver safe, reliable
and environmentally sustainable services at affordable prices (Statetransit.info
2012). Therefore, senior managers public duty towards their commitment in
fostering employees environmental responsibility, by proactive identification
and manage environmental risks, setting targets and on-going measuring
results against the indicators of success (Statetransit.info 2011), towards best
practices of environmental standards, adhering to AS/NZS ISO 9001:2008 and
ISO 26000:2010 as a guidance on social responsibility, as well as promoting
awareness of the benefits of creating sustainable environment, between all
employees, contractors, suppliers and governmental bodies to deliver better
air quality, less obstruction, enhance energy and reduce wastes to achieve
resource efficiency. Therefore, by providing lead by example activities and
measures such as, improve energy efficiency in government facilities to
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reduce GHG emissions (Epa.gov 2012), more precisely in procuring energy
efficient products, simply by inclosing a single clause in contracts to ensure
vendors aware of supplying products that meets the ENERGY STAR
specifications (Energystar.gov 2012). As if we look at figure (4.0) all sectors
should contribute and collaborate to communicate, share the knowledge and
resources needed to meet these obligations toward sustainable development
of social responsible culture. As a result, public encouraged to use accessible
public transport services as they would be expected from state transit
compliance with laws, policies and procedures, maintains higher level of
probity of operations, while being honest and transparent in dealing with
stakeholders in accordance to code of conduct.
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Conclusion
Consequently, as we have acquired the basics for ethical and social
responsible culture, based on implied values and public interest in strategies,
any public agency will observe the results while monitoring both financial or
performance indicators, and touch the benefits of less misconduct practices,
increase reporting, higher satisfaction, higher risks preparations and reduction
of pressure to compromise ethical principles. Henceforth, the agency will able
to manage ethical values in different managerial positions, as all pillars
adhered to consistent ethical value-oriented standards. In term of social
responsibility, the agency will touch increase in profits as long as its stays
within the rules of the game (Glynn 2012).
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Recommendations
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The agency key personnel with supervision of government bodies are
responsible for its prosperity while encountering issues related to corporate
governance, social responsibility and ethics. Therefore, we recommend for
them:
Firstly, to develop as much as possible communication networks with key
stakeholders to identify/ resolve potential unethical issues for ethical conduct.
Secondly, ideally for a public agency to periodically revisit its values and
standards to keep communicating fresh message that cope with
environmental changes.
Thirdly, empowering agencys seniors as a backbone of ethical culture.
Fourthly, consistently reassessing training programs to ensure crossing the
messages of values.
Fifthly, having ethics officers from a diverse background anticipates good
compliance and culture of ethical conduct.
Sixthly, conducting 360o feedback to check ethical perception between
management levels.
Finally, establishing an effective reward and punishment criteria that
everybody aware of in conducting daily operations.
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Appendices
ETHICAL GUIDELINES FOR MEDICAL PRACTIONERS
http://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdf -
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Values and Laws
Compassion
Mutual trust
Respect for the patients integrity
Human rights
Truth and justice to the patient and society
National laws
Informed approval
Confidentiality
Delivering healthcare
Give information regarding the purpose, content,
duration, cost of treatment and complaint rules.
Build the practice on evidence.
Use methods that are validated.
Use methods one can master.
Use methods that do not harm.
Place concern for the patient as paramount when
trying out methods.
Keep records (10 years) that patients can read.
Conduct research, develop and test new methods
of diagnosis and treatment to high standards of
quality research practice.
Monitor and evaluate results.
Develop and improve ones practice. Use ones resources fairly.
Relationship to
colleagues
Be respectful.
Involve raising misconduct by other practitioners
directly with them in a caring way; secondly with
authorities.
Not express criticism of colleagues in front of
patients.
Be transparent, sharing, and open, assuming
informed consent in patient matters.
Not involve inappropriate interference in, or
prevention of, treatment given by others.
Relations with patients
Disrespect the patients right to choose
(treatment, life or death).
Assist actively in ending life.
Exploit or manipulate the patient economically,
philosophically, religiously, sexually or in any other
way (the consent of the patient does not free the
practitioner from this duty).
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Engage in a sexual relationship with the patient.
Promise to cure the patient, or hinder the patient
receiving help from others.
Table (1.0): Ethical Guideline for Medical Practitioners
Source: (Vibe et al. 2008).
Figure (1.0): Likelihood of being satisfied with Organisation Top Management
Source: (Ethics.org 2006).
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Figure (2.0): Likelihood of observing some type of misconduct by senior
executives
Source: (Ethics.org 2006)
ASPECT OF ETHICS
Almost
never
Occasiona
ll Usually
Always
Not
Leadership
I take courageous, consistent and appropriate management
actions to overcome barriers to achieving my organizations
mission.
I place community/patient benefit over my personal gain.
I strive to be a role model for ethical behavior to conflict
resolution.
I work to ensure that decisions about access to care are based
primarily on medical necessity, not only on the ability to pay.
My statements and actions are honest, consistent with
professional ethical standards, including the ACHE Code of Ethics.
I advocate ethical decision-making by the board, management
team and medical staff.
I initiate and encourage discussion of the ethical aspects of
management/financial issues.
I demonstrate respect for my colleagues, superiors and staff.
I demonstrate my organizations vision, mission and value
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statements in my actions.
I seek the advice of the ethics committee when making ethically
challenging decisions.
Relationships
Community
I promote community health status improvement as a guiding
goal of my organization and as a cornerstone of my efforts on
behalf of my organization.
I personally devote time to developing solutions to community
health problems.
I participate in and encourage my management team to devote
personal time to community service.
Patients and Their Families
I use a patient- and family-centered approach to patient care.
I am a patient advocate on both clinical and financial I ensure
equitable treatment of patients regardless of their socioeconomicstatus, ethnicity or payer category.
I demonstrate through organizational policies and personal
actions that overtreatment and under treatment of patients are
unacceptable.
I protect patients rights to autonomy through access to full,
accurate information about their illnesses, treatment options and
related costs and benefits.
I promote a patients right to privacy, including medical record
confidentiality, and do not tolerate breaches of this
confidentiality.
Board
I have a routine system in place for board members to make full
disclosure and reveal potential conflicts of interest, financial
manipulation, clinical malpracticesetc.
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I ensure that reports to the board, my own or others
appropriately convey risks of decisions or proposed projects.
I work to keep the board focused on ethical issues of importance
to the organization, community and other stakeholders.
I keep the board appropriately informed of patient safety and
quality indicators.
Colleagues and Staff
I foster discussions about ethical concerns when they arise.
I demonstrate through personal actions and organizational
policies zero tolerance for any form of staff harassment.
I encourage discussions about and advocate for the
implementation of the organizations code of ethics and value
statements.
I expect and hold staff accountable for adherence to our
organizations ethical standards.
I demonstrate that incompetent supervision is not tolerated and
make timely decisions regarding marginally performing managers.
I ensure adherence to ethics-related policies and practices
affecting patients and staff.
I am sensitive to employees who have ethical concerns and
facilitate resolution of these concerns.
I encourage the use of organizational mechanisms (e.g., an ethics
committee or program) and other ethics resources to address
ethical issues.
I act quickly and decisively when employees are not treated fairly
in their relationships with other employees.
I hold all staff and clinical/business partners accountable for
compliance with professional standards, including ethical
behavior.
Clinicians
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When problems arise with clinical care, I ensure that the problems
receive prompt attention and resolution by the responsible
parties.
I insist that my organizations clinical practice guidelines areconsistent with our vision, mission, value statements and ethical
standards of practice.
When practice variations in care suggest quality of care is at stake,
I encourage timely actions that serve patients interests.
I encourage clinicians to access ethics resources when ethical
conflicts occur.
I encourage resource allocation that is equitable, is based on
clinical needs and appropriately balances patient needs and
organizational/clinical resources.
I expeditiously and forthrightly deal with impaired clinicians and
take necessary action when I believe a clinician is not competent
to perform his/her clinical duties.
I expect and hold clinicians accountable for adhering to their
professional and the organizations ethical practices.
Buyers, Payers and Suppliers
I negotiate and expect my management team to negotiate in good
faith.
I am mindful of the importance of avoiding even the appearance
of wrongdoing, conflict of interest, or interference with free
competition.
I personally disclose and expect board members, staff members
and clinicians to disclose any possible conflicts of interest before
pursuing or entering into relationships with potential business
partners.
I promote familiarity and compliance with organizational policies
governing relationships with buyers, payers and suppliers.
I set an example for others in my organization by not accepting
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personal gifts from suppliers.
Table (2.0): Health Care Practitioners Ethics Self-assessment
Source: (ache.org 2012).
Standard
Disclosures
Indicator Descriptor
Indicator:
Profile
Statement from the most senior decision-maker of the
organisation (e.g., CEO, chair, or equivalent senior position) about
the relevance of sustainability to the organisation and its strategy.
Basis for identification and selection of stakeholders with whom to
engage
Governance structure of the organisation, including committees
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under the highest governance body responsible for specific tasks,
such as setting strategy or organisational oversight.
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body.Indicators:
Economic
Direct economic value generated and distributed, including
revenues, operating costs, employee compensation, donations and
other community investments, retained earnings, and payments to
capital providers and to governments.
Development and impact of infrastructure investments and
services provided primarily for public benefit through commercial,
in-kind or pro bono engagement.
Policy, practices and proportion of spending on locally based
suppliers at significant locations of operation.
Indicators:
Environment
Initiatives to mitigate environmental impacts of products and
services and extent of impact reduction.
Indicators:
Human Rights
Total number of incidents of (discrimination/workforce
treatment/workplace environmentetc.) and actions taken.
Indicators:
Labour Rights
Percentage of employees receiving regular performance and career
development review.Rates of injury, occupational diseases, lost days and absenteeism
and total number of work-related fatalities by region.
Average hours of training per year per employee broken down by
employee category.
Programs for skills management and wellbeing learning that
support the continued employability of employees and assist them
in managing career endings.
Indicators:
Product/Service
Responsibility
Practices related to customer satisfaction, including results of
surveys measuring customer satisfaction.
Procedures for adherence to laws, standards and voluntary codes
related to marketing communications including advertising,
promotion and sponsorship.
Total number of substantiated complaints regarding breaches of
customer privacy and losses of customer data.
Indicators: Public policy positions and participation in public policy
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Social development and lobbying.
Total value of financial and in-kind contributions to political
parties, politicians, and related institutions by country.
Table (3.0): Self constructed CSR Indicators for public agency
Source: (ACCSR.com.au 2012).
Figure (3.0): G.S.R Model: An Innovative approach of quality in governamental
operations and outcomes
Source : (GSR 2012).
Innovation Accessibility
EnvironmentSustainable
GrowthAreas
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Figure (4.0): Social Responsibility Sustainable Development
Source : (SpringersImages.com n.d).