The document discusses various tools that can be used to promote ethical behavior in governance. It describes codes or oaths, ethics audits, and human resources management practices as tools to integrate ethics into organizational culture. While no single tool is sufficient, the document advocates using multiple tools together, including codes, audits, staff meetings, ethical awareness committees, and incorporating ethics into hiring, evaluations, training, and having ethics counselors. Leadership and a combination of these tools is needed to effectively promote integrity.

1. Code Implementation
integrated into the fabric of the organizational
culture
Codes
should be regarded as living documents

2. FUL CODES
must have clear behavior objectives
must fit with the mission of the agency
must have pragmatic goals
must be supported by feedback

3. not-so-successful CODES
raise unrealistic expectations
try to control too much
shift in political leadership
they get old

4. Oaths
Tool # 4

5. used to encourage ethical behavior
defines the public servant as a professional

7. provide officials with the legitimacy and
empowerment to carry out their duties in a
transcendent manner that is both ethically and morally
sound.

8. Ethics Audits
Tool # 5

9. It is a PROACTIVE tool for building organizations of
integrity

10. It is not an
accounting or
It is used to determine if
financial
changes need to be made in
management
the climate, environment
audit
codes and the enforcement
of ethical policies.

11. Yet, it is an uncommon
tool.

12. why?
• threatening- if presented as an effort to root-out
wrongdoing.

13. why?
• requires a lot of time, effort and money
to ensure comprehensiveness of audit in terms of
information solicited and coverage of members

14. why?
• doubt on confidentiality of the audit
?

15. But there are
important reasons to
conduct an ethics audit!

16. Pay-offs
greater work satisfaction
increased
productivity

17. Pay-offs
building of public trust and confidence
in the agency

18. Pay-offs
policies
Identify the GAP
procedures

19. Pay-offs
Life of
Integrity
Assess occupational risk or
vulnerability

20. Pay-offs
Identifies ethical training priorities.

21. Methodology
University-conducted audit
questionnaires are
sent to randomly
selected employees

22. Methodology
respondents
provide information
about the ethical
climate of his/her
organization

23. Result
strong ethical climate
effectiveness
efficiency teamwork
quality excellence

24. ethics
high
performance

25. Human Resources
Management
Tool # 6

26. should ethical behavior of a
person be considered in these
decisions:
1. hiring
2. evaluating
3. promoting
4. firing

27. Hiring and promoting honest people is
NO easy task

28. codes
audits
staff meetings
Ethical awareness
committees

29. HIRING PRACTICE ask applicant to
respond to
hypothetical
situations
Applicant
HR Manager

30. ANNUAL EVALUATIONS
treats others with respect
and dignity
incorporate ethics
undergo ethics component in
education/training employee’s annual
course
evaluation

31. ETHICS COUNSELORS
function as
consultants when
people confront
dilemmas and wish
to discuss them

32. Human Resources Management can be drawn on to
promote ethics and integrity in governance.

33. Are some tools
more effective than
others?

34. leadership
>
oaths/codes
ethics audit

35. No s ngle tool is
sufficient.

36. Ethics managers must use all tools at
their disposal

37. THE END
Thanks for listening!