Are young job seekers ethically discerning?

The workforce is currently composed of individuals from three generations: the ‘Baby Boomers’, Generation X and Generation Y. Generation Y are also referred to as ‘Millennials’, the ‘Dot.com Generation’, ‘Nexters’, the ‘Digital Generation’, ‘Generation E’, ‘EchoBoomers’ and ‘N-Gens’. Generation Y has been accepted as referring to any individual born from the mid-1970s to the early 1990s. Donaldson (2012) by means of qualitative research and Syffert (2013) through a quantitative approach, investigated whether Generation Y job seekers consider the ethical reputation of prospective employers?

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The Global Ethics Forum 2015

 

The Sixth Global Ethics Forum was hosted in Geneva on 25 and 26 June 2015, and EthicsSA participated actively in this event.

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Building ethical organisations: From mother’s perspective

As we celebrate mothers in the month of May, we pause to reflect on the pivotal role that mothers play in shaping society. Mothers are a pillar of strength at home, in society and in business. We draw important lessons from motherhood in order to understand how we should strengthen our organisations and inculcate values and principles in building ethical organisations.

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Social Networking in the workplace - is part of your organisation’s ethics programme?

Social media is a challenging topic because it crosses over so many ethics issues.  However, like any other ethics topic, it can and must be proactively managed for an organisation to safeguard its reputation and provide its employees with the tools to manage their own personal and business activities.

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Where is the best place for the ethics office?

 

In our website poll we recently asked the question “Where is the best place for the ethics office?” 

The largest portion of respondents (36%) believed that governance was the best home for the ethics function, followed by compliance (21%) and internal audit (13%).

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Ethics Brief 37: Compassion

While a computer search for definitions of “compassion” typically finds language that addresses awareness of the suffering of others and a desire to relieve it, in business leadership jargon that awareness is more often coupled with a perceived obligation to prevent whatever “suffering” might be inherent in the job, the organizational culture or the dealings employees have with each other, leadership, vendors/suppliers, competitors or customers.

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Should ethics and compliance be combined or separated?

The trend to combine ethics and compliance functions into a single function has accelerated in recent years; especially in the USA it has become common practice. The Compliance and Ethics Leadership Council regard it as one function without questioning it (Corporate Executive Board, 2013); the same stance is taken by the Ethics Resource Centre (Ethics Resource Centre, 2010). But is it the right thing to do?

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Three Ethical Habits for 2015

 

The year is barely a month old and we already have ample evidence of how easily societies can fracture. The escalating violence in West Africa perpetrated by Boko Haram, the massacre at the Charlie Hebdo offices in France and, thankfully less dramatically, the Twitter storm that broke after President Zuma’s remarks in Cape Town as well as Zelda la Grange’s tweets from London, all graphically illustrate how different beliefs and opinions can pull nations apart.

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Who are the most important role players in building an ethical organisational culture?

A recent EthicsSA website poll asked who the most important role players are in building an ethical organisational culture.

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Accountability

In my worldview, accountability is a basic aspect of leadership. Leadership implies being in charge and that connotes responsibility.

 

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Exploring professional ethics for Information Technology Practitioners in municipalities

Professional ethics is becoming more important in the workplace. As professionals become more specialised in their professional occupation, professional bodies have increasingly been busy developing, revising and refining professional codes of ethics.

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The value of managing ethics of an organisation

Many organisations and ethics practitioners invest time and money towards ethics programmes with an aim of building an ethical culture. The regulatory environment has made ethics management a requirement for both the private sector [Section 72(4) of the Companies Act] and public sector (Public Sector Integrity Management Framework).

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