Implementation and Communication
In order to assure that a code of ethics is implemented to the best of its ability into a company, gradual implementation must be used along with clear communication as to each step of the process in order to assure that the code of ethics is fully understood and used within the company by its employees.
In order to begin implementation, a checklist regarding steps needed to begin code adherence could prove helpful in providing a smooth transition into code use. In the early stages of implementation, it is crucial that as many people as possible -- employees included -- are involved in both the development of the working code and the laying of its foundation within the workplace. In implementing the code slowly in order to gauge that it has achieved full understanding and compliance from the staff, managers and owners can then integrate the aforementioned core values into the process in order to provide incentives for success. With slow and steady implementation, employees are more likely to abide by and utilize the code in their actions as opposed to having regulations dropped on them in bulk assuming they will abide.
Slow and steady education in terms of implementation provides a greater chance that this knowledge will stick. Through the use of ongoing ethics workshops and team building to guide implementation, employees are given the opportunity to utilize the code in their own actions, which makes it far more likely that a system of checks and balances within the store is more likely, with workers keeping an eye on one another.
Along with implementation is communication which is key to the code being used to its full potential. Employees must be encouraged to communicate freely and openly between each other and with superiors in order to gauge how the code is being used and accepted within the company. Should an aspect of the code be difficult to understand or utilize, employees must not fear negative repercussion should they need to ask for further explanation from a manager or company higher-up.
Enforcement and Reporting
As noted, only if employees have a comprehensive understanding of the code and its purpose will they feel the need to report a lack of use among the staff. As well as reporting of an individual's lack of code use, employees should also be utilized in order to assess how well the code is working. Should an issue arise, employees should be encouraged to bring a lapse in code success to mangers so changes to the code can be made completely within the company as opposed to being made only after an outside complaint from a customer or supplier is lodged.
Employees should further be encouraged to report issues of non-compliance without fear of causing issues between co-workers. With open communication and discreet reporting standards, employees are...
How then, is enforcement of the code assured? Singh (2011) notes that, "codes should include enforcement provisions and incentives to increase the effectiveness of a code and its compliance" (Singh, 2011, p. 388). In providing incentives to employees to report instances, chances are far greater that these incidents will be reported and addressed.
In allowing for clear and open communication amongst the staff in its entirety without fear of firing or lawsuit, issues are far more likely to be addressed when they are at a minimal level of severity. By making sure that employees are aware that reporting is a vital part of company growth, these employees will be less uneasy about addressing issues before they are able to escalate into an issue that could cause serious damage to the company or employee morale.
Mission Statement
As a small grocery store and pharmacy, Company X seeks to operate in a manner suitable to achieving its mission of providing customer satisfaction, loyalty to its employees, ethical treatment of staff and suppliers, and an active support of its local community. Company X is aware that a company is only good as the promises it keeps. To its customers, Company X promises to provide quality and satisfaction to its customers with quality products at competitive prices and first rate customer service in a safe and friendly environment. To its employees, Company X promises to value each employee as an individual in order to foster teamwork and camaraderie while providing job security and support. And to the community it serves, Company X promises to work in order to enhance community endeavors through contributions both financial and participatory.
References
Emerson, T., McKinney, J. And Neubert, M. (2010). "The effects of ethical codes on ethical perceptions of actions toward stakeholders." Journal of Business Ethics. 97:1. p. 505-516. Retrieved from: ProQuest Database.
Gaumnitz, B. And Lere, J. (2007). "Codes of ethics with impact." The CPA Journal. 15:1.
p. 106. Retrieved from: LexisNexis Database.
Godkin, L. And Valentine, S. (2009). "Ethics, social responsibility, and ethical reasoning in an education-based center: when doing good results in good employees." Journal of Leadership, Accountability and Ethics. 7:3. p. 1-18. Retrieved from: ProQuest Database.
Kaptein, M. (2011). "Toward effective codes: testing the relationship with unethical behavior." Journal of Business Ethics. 99:2. p. 233-248. Retrieved from: ProQuest Database.
Singh, J. (2011). "Determinants of the effectiveness of corporate codes of ethics: an empirical study." Journal of Business Ethics. 101:3. p. 385-395. Retrieved from: ProQuest Database.
Code of Ethics
