Ethical Dimension of Organizational Culture

Ethical Dimension of Organizational Culture.

Ethical Dimension of Organizational Culture

Every organization comprises of people from the different social background and who hold different ranks within the organization. Nevertheless, it is the organizational culture that unifies them and ties them to a central core values system that guides the relationships within the organization. Despite the fact that the organization has a unifying core values system, subcultures still exist within the organization. Notably, these subcultures are formed and thrive within the organization as a representation of discord or problems among the employees, especially within the same department (Langton, Robbins, Judge, and Breward, 2015). As with other social and religious cultures across the globe, organizational culture is characterized by material symbols such as brands, an acceptable language among the employees, corporate stories, and rituals. This paper will thus focus on the ethical dimension of the organizational culture.


Ethics are important in the organization since they are the basis of good relationships among the employees and their leaders as well as customers. Therefore, the leaders in the organization have the responsibility to exhibit adherence to the code of ethics so that their employees can emulate them. From an employee’s perspective, they reserve a right to professional and personal dignity to avoid any form of harassment and working in a safe environment. Furthermore, ethics within the organizational culture ensure that key stakeholders such as banks and suppliers are treated with integrity for sustainability of good business relations (Chan and Cheung, 2012). Moreover, ethical organizational culture ensures the stability of the social system by ensuring that the society within the location of the business establishments benefits from the operations of the organization.


According to Huhtala, Tolvanen, Mauno, and Feldt (2015), ethical organization culture often leads to positive attitudes within the workplace, higher job satisfaction as well as increased organizational commitment. The authors further postulate that if workers perceive the organizational culture to be ethical, they are less likely to experience burnout and are more likely to have higher work engagement. Apart from the employees, the top management also benefits from ethical organizational culture since they are able to have better corporate governance practices (Chan and Cheung, 2012). Furthermore, the authors note that better ethical practices within the organization lead to fewer conflicts and create more time for productive engagements and the overall efficiency of the organization’s operations.

For successful implementation of the ethical organizational culture, the managers and leaders of the organizations have to play the exemplary role through formulating formal structures such as code of ethics, disclosure mechanisms, and training programs for the employees. Notably, adherence to the ethics in the practice of organizational culture should not be done for the convenience of the managers and business leaders. Rather, it should be because it is beneficial in achieving the organizational objectives. Additionally, there are several things that should be done to enhance adherence to ethical organizational culture. These include but not limited to selection of the right leaders by the employees, stakeholders, or the board of directors, defining clearly the purpose and strategy of the ethical code, hiring the right people and punishing the employees in the wrong, rewarding people based on their performance, and tolerating mistakes that are not committed repeatedly.



Langton, N., Robbins, S. P., Judge, T. A., & Breward, K. (2015). Organizational Behavior: Concepts, Controversies, and Applications. Ontario: Pearson

Chan, A. W. H. & Cheung, H. Y. (2012).Cultural Dimensions, Ethical Sensitivity, and Corporate Governance.Journal of Business Ethics, 110 (1), 45-59.

Huhtala, M., Tolvanen, A., Mauno, S., &Feldt, T. (2015). The Associations between Ethical Organizational Culture, Burnout, and Engagement: A Multilevel Study.Journal of Business & Psychology, 30(2),399-414.

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Ethical Dimension of Organizational Culture

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