An organization exhibiting unethical behaviors in its structures faces a lot of challenges as its well-being is concerned. Distrust is one major effect of an organizational culture that nurtures both dishonesty and corruption. Distrust interferes with the company’s reliability and raises negative questions and concerns that scare customers away in the long run (Zhu et al., 2021). Unethical behavior in an organization also grants competitors loopholes to exploit the market in their favor. This means that customers look for other alternatives available to quench their needs. Therefore, unethical behavior in an organization is an issue that should be dealt with to enhance transparency and honesty in service delivery.
From the two examples transcribed, money is the key and the root cause of dishonesty in any organization. With the anticipated high-profit margin, an organization would sometimes breach the accepted codes of conduct and encourage an unethical service delivery to satisfy their need for extraordinary profits. On the other hand, employees with the promise of higher compensation in the form of money get motivated and perform duties not to the set standard codes. Therefore, corruption and dishonesty arise when money is used to entice workers to take tasks that violate the accepted principles (Zhang et al., 2021). Again, the performance of individual employees can also be triggered by higher compensation.
The new employee should contact the head of Human Resources for further advice concerning the issue. Sometimes, the request for unethical behavior would be made deliberately to test the moral identity of the individual workers. Therefore, the new worker should report the matter to the relevant authorities to prevent such behaviors in an organization. Midlevel employees would first strive to understand the call for the behavior and tally them with the required company codes. If there is any deviation, the worker will point to the specific rule defied by request. As such, he would report the unethical behavior to the human resource manager for further action.
Zhu, D., Zhang, Z., & Wang, C. (2021). Performance matters: when supervisors socially accept unethical behavior. Journal Of Managerial Psychology, 36(3), 213-225.
Zhang, S., Jiang, L., Magnan, M., & Su, L. (2019). Dealing with ethical dilemmas: A look at financial reporting by firms facing product harm crises. Journal Of Business Ethics, 170(3), 497-518.