Description of the Code Connection to Organizational Policy Statements (Other (Not Listed) Sample)

Code of ethics implementation
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Description of the code connection to organizational policy statements
The code of ethics within an organization need not only to be based on organizational policy standards such as vision statement, but also anchored in them. This is because the code of conduct is meant to aid an organization in realizing the values contained within the mission statement. It must be noted that the code involves assurances of support for leadership policies as contained within these organizational policy statements. More so, the code of ethics dictates as well as directs the manner in which employees and other stakeholders are expected to behave and handle situations with respect to decision- making. The code outlines the core values underpinning other organizational policy statements such as the mission and vision statements.
It can be said that the code will serve as a guiding instrument for employees in their quest to stay within as well as uphold values imparted through vision or mission statement. Indeed, the code of conduct ensures that stakeholders including employees are aware of mission content as evidenced through the fact that most organizations opt to include their code within the mission as well as policy statements. At the organization level, the code of conduct links to other organizational policy statements via providing guidelines regarding behavior, solving conflicts, as well as other issues arising in the workplace. This also includes the manner in which stakeholders throughout the organization interact and communicate with their counterparts, which undoubtedly serves to nourish the overarching organizational policy statements.
Strategy for launching the code and communicating its implementation
Planning the manner in which the code of ethics will be launched as well communicated stakeholders is of paramount significance if success is to be realized. In fact, research has identified the increased need effective communication as well as intentional training as some of the key steps for launching and communicating the code to stakeholders (Bates et al, 2007). These two steps are at the center of successful code of ethics implementation and without them, it is simply bound for failure. Nevertheless, as far as communicating the code to stakeholders is concerned, virtually all dimensions of the code including aim, content, tone, as well as form have significant implications for communicability and thus success of the communication. Indeed, the code of ethics within an organization emerges as credible if the code is based on participation as well as transparency.
As an example, the modern workplace could oversee effective communication of the code to stakeholders using electronic mail means. In this case, effective communication would entail sending an electronic mail that involves a relational characteristic, utilizes a courteous tone, as well as credibility. The insinuation is that effective communication ought to evidence the manner in which the organization has acted ethically including an explanation of the underpinnings of the code of ethics.
In addition, the electronic mail will be followed by training of employees with regard to implementation of the code. The training will seek to explain as well as demonstrate the manner in which the code of ethics applies to employees’ area of work on a daily basis. This includes making department heads comes across as facilitators as far as implementation of the code at departmental and personal level is concerned. In fact, at this stage all stakeholders within the organization may be necessitated to get a copy of the code.
Strategy for enforcing the code
Without a doubt, enforcement mechanisms must be undertaken if the code of ethics is going to work. In fact, the organization must not only look after values that are critical to it but also develop a process to evaluate employees’ conduct. As far as enforcing the code is concerned, the strategy involves two elements including conversing with employees regarding the applicable sanctions in case the code is violated (CGMA, 2016). This step is increasingly significant to enforcing the code simply because it means that employees not only understand what the code requires from them, but also the accompanying repercussions. This could involve the exploration of past case studies in which employees violated a code of ethic and sanctions that were applied.
The second element in enforcing the code involves the review of compliance among employees, which could be undertaken twice a year. Indeed, reviews are increasingly significant to the organization’s quest drive the message home that the code of ethics is highly exalted. Characteristically, this involves giving stakeholders feedback with regard to areas of excellence and the ones that improvement is needed. This includes an evaluation of complaints of unethical conduct to determine ways and or areas employees and other stakeholders are likely to err. It must be noted that this serves to educate employees and other stakeholders on the manner in which they can abide to the code of ethics as well as motivate them to excellence, as the code is increasingly designed around the overarching organization mission or vision statements.
Evaluating the code for effectiveness and making revisions
The management of the organization will facilitate binary processes in support of the code. The aim is to oversee that all stakeholders including clients, employees, as well as department heads possess the required training to implement the code in their daily activities as well as processes. The binary training will allow the management to revise and maintain applicability. It follows that the organization will generate the much-required feedback from the stakeholders, which is vital to the process of evaluating effectiveness of the code. In fact, stakeholder’s feedback is increasingly likely to expose areas in which the code can be improved. This will aid in maintaining applicability simply because stakeholders will increasingly be involved during constant review process.
Discussion
The above-outlined implementation mechanism is increasingly designed using clear codes as well as behavior objectives. In fact, a code of ethics within an organization often fails because it lacks clear behavior objectives. It follows that a code of ethics needs to spell out the behaviors that an organization seeks to encourage or discourage. This is because a code of ethics that does not have clear behavior objectives leaves key implementers such as employees disillusioned as far as actions and decision- making process are concerned.
In addition, the implementation plan will succeed because it is designed to fit with the mission for the organization. Indeed, the code of ethics is anchored in the organizational policy statements, which mean that stakeholders are increasingly likely to give them the weight they deserve. It follows that the implementation mechanism of a code of ethics ought to be aligned with overarching organizational outcomes as enshrined through the mission and vision statements. Recent research findings have revealed that organizational objectives are often not aligned with the code of ethics leaving stakeholders in a dilemma. More so, stakeholders are caught between wanting to realize organizational goals and exercising the values contained within a code of ethics.
The implementation plan is also likely to succeed seeing that it contains what can be described as pragmatic goals. It must be noted that a code of ethics should not promise too much, but rather give controlled information to stakeholders. In fact, the implementation plan should also be straight to the point to ensure that implementers not only comprehend it, but also are able to stick with it. Suffice to say, an implementation plan that is seemingly obstructive ends up causing confusion and ultimately failure. The implication is that pragmatic goals are crucial to successful implementation of a plan.
What is more, the implementation plan will be successful because it is supported through feedback from stakeholders. In recent years, research has demonstrated the increased need for feedback from implementers especially when looking to introduce new activities, processes, and policies within an organization. More so, feedback from implementers is intended to support the implementation process through determining areas of difficulties as well as the manner in which to overcome them. After all, vital implementers such as employees are expected to exercise the code of ethics on a daily basis in a workplace. The implication is that the implementation plan ought to be supported through feedback if it is to succeed. It has been claimed that an implementation plan that does not have feedback support is simply destined to fail because it lacks input to oversee control, which more often than not involves changes as well as necessary resource allocation within an organization to ensure success.
References
Bates, B et al. (2007). Fresh perspectives: managing people. South Africa: Pearson.
CGMA. (2016). Implementing an effective corporate ethics policy. Retrieved from /magazine/features/pages/20149701.aspx?TestCookiesEnabled=redirect
Appendix
A design of Research-Based Code of Ethics
Code of ethics refers to a basic organizational tool developed to function as a guide to its members in carrying out their responsibilities in a manner that is consistent with the quality of service delivery and the moral obligation of the profession. Indeed, a code of ethics is almost mandatory to organizational success and those without it are bound to fail. It is noteworthy to recognize that researchers have a professional duty to monitor their practices. Besides, there are specif...