Posts Categorised: Ethics

Promoting a culture of fairness: police training, procedural justice, and compliance

Water Dragon/M. Hardy

“Academics and practitioners alike are concerned about the potential “double-edged sword” of procedural justice. In the organizational context, procedural justice is expected to increase compliance with supervisors. However, blind, unthinking, or “hard” compliance with supervisors, may lead to anti-organizational behavior and misconduct. The present study examines the moderating effect of a police recruit cultural training program on the relationship between procedural justice and compliance with police supervisors. We expect that providing cultural training will moderate the relationship between procedural justice and “hard” compliance.”

Source: Sargeant, E., Antrobus, E. & Platz, D. (2017). Journal of Experimental Criminology and available from this link (subscription journal).

Governance of policing and cultural codes: interpreting and responding to policy directives

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Lapwings/G.Griffin

“In terms of governance, British policing seems to arise from a history of local traditions influenced more recently by centralist managerial demands. A creeping process of privatisation has led social scientists to argue that patterns of governance in British policing are changing in several directions. This has included the way police officers not only are challenged, but also challenge these changing modes of governance in terms of ethical codes of behaviour.”

Source: Westmarland, L. (2016). Global crime, 17(3-4), and available from this link (open access).

The code of silence and ethical perceptions: Exploring police officer unwillingness to report misconduct

Winter sunrise swims/Flickr

“The purpose of this paper is to explore Australian police officers’ perceptions of unethical conduct scenarios with the aim of understanding unwillingness to report infractions.”

Source: Porter, L. & Prenzler, T. (2016). Policing: An International Journal of Police Strategies & Management,  39/2 available from this link (subscription journal).

Categories: Ethics, Police

Understanding level 5 leaders: the ethical perspectives of leadership humility

Gum tree/PaperMonkey

“The purpose of this paper is to explore the ethical perspectives of leadership humility. Jim Collins, in his seminal work, Good to Great, noted that all great organizations are led by “Level 5 leaders (L5Ls).” These leaders exhibit fierce resolve, but incredible humility. This paper examines the nature of humility and its assumptions associated with 12 frequently cited ethical perspectives.”

Source: Caldwell, C., Ichiho, R., & Anderson, V. (2017). Journal of Management Development, and available from this link (subscription journal).

Categories: Ethics, Leadership

Police ethics and integrity: can a new code overturn the blue code?

Grasses/Eva

“This paper analyses police officer perspectives on the seriousness of potential misconduct or unethical behaviour, and the factors that might shape whether they would report their colleagues’ misdemeanours. It compares responses from police officers in UK three forces, looking at potentially corrupt behaviours described in a series of scenarios. The discussion includes why some types of misdemeanour seem more likely to be reported and the potential effects of a newly introduced formal Code of Ethics.”

Source: Westmarland, L., & Rowe, M. (2016). Policing and Society, and available from this link (subscription journal).

Categories: Ethics, Police

Why It’s So Hard to Train Someone to Make an Ethical Decision

Storm from North Head/Flickr

“The challenge for organizations is to cultivate environments where ethical decisions are easier, not more difficult. Creating training exercises that better simulate the actual environment, circumstances, and pressures where ethical decisions are made is the first step toward addressing these critical challenges. All high-performance athletes know they need to train in the same environment as the one in which they will compete. It ought to be no different for managers who must continually train and prepare for the big ethical decisions they will inevitably face.”

Source: Soltes, E. (2017). HBR blog comment and available from this link (open access with personal registration).

Categories: Ethics, Learning

See No Evil, Hear No Evil? Assessing Corruption Risk Perceptions and Strategies of Victorian Public Bodies

Coral Tree flower, Collins Beach

“This paper critically examines qualitative survey data from 36 Victorian public sector bodies on their perceptions of corruption risks, and strategies to mitigate these risks, as well as the integrity mechanisms in place. The findings indicate that even though corruption does not seem to be prevalent in these bodies it is not on their radar either, though fraud prevention was significantly present. The paper identifies international best practices of integrity management and inculcation of public service ethos in developed countries, and stresses three vital elements or pillars that combine both the ‘values’ and ‘compliance’ based approaches.”

Source: der Wal, Z., Graycar, A., & Kelly, K. (2016).  Australian Journal of Public Administration, 75/1, and available for AIPM staff and students from this link (subscription journal).

Public sector management reforms

Manly Sunset/Flickr

“Public sector management reforms target the work practices, employment structures and conduct of the NSW public service. These include changes to rules and guidelines for recruitment, job classification, the structure of the senior executive service, and ethical conduct. The reforms aim to provide the foundation for a modern, high performing government sector. The role of the Public Service Commissioner and the PSC is to drive these improvements across the public sector.”

Source: Audit Office of NSW and available from this link.

Developing a Framework for Ethical Leadership

Manly at dusk/Flickr

“Interest in ethical leadership from academics and practitioners has grown enormously in recent years. This article addresses this literature through a framework that identifies three interlocking questions. First, who are ethical leaders and what are their characteristics? Second, how do ethical leaders do what they do? Third, why do leaders do as they do and what are the outcomes of ethical leadership?”

Source: Lawton, A. & Paez, I. (2015). Journal of Business Ethics, 130(3) and available for AIPM staff and students from this link.

Categories: Ethics, Leadership

Organised crime group cultivation of public sector employees

Storm from North Head/Flickr

Organised crime groups are grooming public servants to leak confidential information to help them break the law, with public sector agencies largely in the dark about the potential for corruption. From consulting across the public sector, IBAC identified that many public sector bodies were unaware of this threat. These bodies did not address the risks posed by organised crime in their organisational risk assessments and often lacked appropriate prevention and detection measures tailored to this threat.

Source: Victoria. IBAC and available from this link.