Determinants of Ethical Behavior

Behaving ethically is fundamental for civil servants to maintain public trust in institutions. But what drives principled conduct within civil services? There are five key determinants of ethical behavior for civil servants as discussed below:

Personal Ethics and Values

At the core of ethical actions are one’s personal ethics – their moral principles and values. An individual’s deeply ingrained character significantly influences their conduct as a civil servant. Those with robust personal ethics often exemplify integrity and build confidence.

Mahatma Gandhi, though not a civil servant, demonstrated this through his life. His commitment to truthfulness and non-violence guided his work during India’s independence movement. Gandhi’s dedication to his ethical code shaped his leadership and played a pivotal role in India’s quest for freedom. His principles inspired millions.

The lesson is clear: civil servants with strong personal ethics can transform cultures and establish trust through their conduct.

Decision-Making Processes

The decision-making approach can encourage or undermine ethical actions. Studies show individuals often overlook ethics when choosing. Lacking an ethical filter in decisions has led to scandals.

The Watergate scandal exposed unethical actions like cover-ups and illegal wiretaps stemming from flawed decision-making. The absence of ethical considerations led to substantial public trust erosion.

Training civil servants to examine the ethical implications of each decision can prevent similar pitfalls. Incorporating ethics into decision frameworks ensures moral issues are proactively addressed.

Organizational Culture

An organization’s culture significantly impacts conduct. Cultures hyper-focused on economics, profits or targets can implicitly promote unethical actions.

At Enron, a ruthless culture prioritizing profit above all else led to large-scale fraud. Employees were implicitly pushed to bend rules to meet financial goals. The scandal illustrated how toxic cultures can encourage misconduct.

Conversely, organizations actively fostering ethics through training and open dialogue cultivate principled behavior. Values-driven cultures empower speaking up against misconduct.

Unrealistic Performance Expectations

Unrealistic performance targets pressure civil servants to compromise ethics to meet them. Impossible goals set by superiors can only be attained by misconduct.

Wells Fargo employees, under intense pressure to reach unrealistic sales goals, opened fraudulent accounts – leading to revelations of massive unethical actions.

Goal-setting must align with ethics. Targets should stretch capabilities but remain attainable through principled means. This prevents forcing civil servants to pick between performance and principles.

Leadership Culture

An organization’s leadership shapes its culture and exemplifies its values. Ethical leaders embody high moral standards for others to emulate.

Nelson Mandela demonstrated towering ethical leadership. His integrity, inclusivity and reconciliation spirit as South Africa’s first black President set a powerful moral example. His conduct unified a divided nation.

Principled civil service leaders – like Mandela – create cultures promoting ethical conduct from employees. Leading by example is invaluable for ingraining organizational ethics.

Thus, Personal ethics, decision-making frameworks, organizational culture, performance expectations and leadership collectively determine civil service conduct. Instilling ethics requires commitment across these influences. When aligned, they can elevate civil servants’ principled performance and maximize public trust.