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Common Ethical Misdeed By Employees

Identify a common ethical misdeed by employees. What are the implications? As a

manager, how would you dissuade this behaviour or action?

The importance of morality and ethical concerns has increased in every company or

commercial context. Stories of employees engaging in unethical behaviour have grown so

commonplace in modern society that it is now assumed that humans are by nature immoral.

Simply said, ethical misconducts are actions that go against the organization's universally

regarded ethical norms. The most frequent unethical behaviour committed by workers is bullying

at work. Such an ethical transgression frequently has unintended consequences, including stress,

absence from work, and harm to the company's reputation. As a manager, I may discourage

workplace bullying by offering effective leadership and implementing initiatives targeted at

eradicating the problem.

Workplace bullying refers to the persistent unfavourable treatment of a worker at work

by others. It includes conduct that demeans, offends, denigrates, or intimidates a worker in public

—possibly in front of employees, customers, or other clients (Combating Workplace Bullying).

Bullying at work frequently entails the misuse and misuse of authority. However, many instances

of bullying involve employees harassing their coworkers. Sometimes, inferiors may bully "up."

A person may intimidate one or more coworkers. A group may also bully a person.
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Bullying at work can happen for several reasons. One of the primary theories on why

bullying occurs places a focus on elements of the work environment, particularly job design.

Research from the past has specifically connected bullying to stresses and work-related issues

such as job instability, work pressure, role conflict and vagueness. Another important aspect in

the explanation of bullying is personality. According to several research, employees who are

neurotic and who regularly encounter unfavourable outcomes are more likely to be bullied. In

other words, some workers who are bullied routinely are those that experience unpleasant

emotions like worry, rage, grief, and insecurity frequently. A third explanation simply

amalgamates these two categories of justifications and contends that the combination of work-

related and personality characteristics causes bullying at work.

Bullying at work has a significant influence on workers' productivity. Bullying at work

may have various effects on a victim's life, including those that directly affect their productivity

(Workplace Fairness). The weight of the bullying significantly impacts the victims'

physiological, physical, and emotional well-being. They frequently fail to prioritize and pay

attention to their task. Additionally, bullying is linked to unfavourable outcomes in the

workplace (Sansone and Sansone). Bullied individuals are more likely to be less dedicated to

their jobs, to feel unsatisfied with them, to suffer job instability, to exhibit high absence rates,

and to apply for disability pensions.

As a manager, it is my duty and responsibility to combat workplace bullying and preserve

a bullying-free workplace since deterrence is more cost-effective than interventions or consensus

building. It is also the proper thing to undertake if I value my employees' well-being. In addition,

I will provide coaching and mentoring for managers and other figures of authority, as bosses
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account for the bulk of workplace bullying. In addition, I will endeavour to foster a work climate

that values pleasant engagement, collaboration, and teamwork instead.

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Works Cited

“Combating Workplace Bullying.” Toward a Respectful Workplace,

workplace.msu.edu/workplace-bullying/. Midwest New Media, LLC -

www.midwestnewmedia.com - (513) 742-9150.

“Workplace Fairness.” Workplace Bullying, //Www.workplacefairness.org,

www.workplacefairness.org/workplace-bullying.

Sansone, Randy A, and Lori A Sansone. “Workplace Bullying: A Tale of Adverse

Consequences.” Innovations in Clinical Neuroscience, Matrix Medical Communications,

2015, www.ncbi.nlm.nih.gov/pmc/articles/PMC4382139/.