The utilitarian model
=focuses on actions (behaviour) and not on the motives for such actions.
-It drives organisations to constantly assess how activities are related to business performance.
The moral rights model
= holds that decisions should be consistent with fundamental rights and privileges
-Employees, customers, and the general public have the right not to have their lives and safety jeopardised.
-Employees, customers, and the general public have the right to be informed about important product or service matters that could influence their safety.
The justice model
= It assesses decisions and behaviour concerning how equitably they share benefits and costs among individuals and groups
-This model suggests that people should appreciate the viewpoints of other people.
Supporters of the justice model base the design of management systems on the three principles
-Distributive justice
-Fairness
-Natural duty
Distributive justice principle
-Individuals who are similar in relevant respects should be treated similarly
-Individuals who differ in relevant respects should be treated differently in proportion to the differences between them.
Fairness principle
-The organisation is fair
-Employees have chosen to accept benefits provided by the organisation or have utilised opportunities offered in order to further their own interests.
Natural duty principle
-Not to cause harm or hurt another person
-Not to cause undeserved distress
-To support ethical institutions.
Stakeholder concerns
-Customers
-Employees
-Society
-Owners and shareholders
Customers
Customer related concerns are often associated with cost savings or product or service quality improvements.
Employees
-Many of the concerns that employees currently have reflect changes in the structure of organisations, and the fact that work is a major activity in their lives.
-Remuneration is another area of concern to employees.
Society
organisations have invested in areas that could rightfully be said to be the responsibility of government.
The four cornerstones of sustainable development in any modern business venture are:
Purpose
People
Planet
Probity (having strong moral principles).
Topics introduced by the King IV report
-Outcomes‑based governance by placing accountability on the governing body
-Apply and explain the approach to disclosure of publicly available information
Management tools for encouraging ethical conduct
-Code of conduct
-Ethics committee
-Ethics training
-Whistle-blowing
Roles of the ethics committee
-Oversee social and economic development
-Ensure practices of good corporate citizenship
-Manage consumer relationships
-Ensure adherence to labour and employment conditions.
Ethics committee
A group of employees who oversee all aspects of the organisation that are related to ethics
Whistle blower
An employee who reports unethical actions by their employer to other people that are capable of taking corrective action
Code of conduct
A formal statement of an organisation’s principles concerning ethics and social values
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Chapter 122
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Chapter 1.222
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Chapter 1.316
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Chapter 221
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Chapter 2.223
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Chapter 2.31
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Chapter 420
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Chapter 4.218
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Chapter 722
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Chapter 7.219
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Chapter 7.320
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Chapter 7.423
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Chapter 820
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Chapter 8.221
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Chapter 8.320
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Chapter 8.420
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Chapter 921
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Chapter 9.220
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Chapter 9.322
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Chapter 9.45
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Chapter 1020
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Chapter 10.216
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Chapter 1120
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Chapter 11.220
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Chapter 11.320
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Chapter 11.43
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Chapter 1220
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Chapter 12.220
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Chapter 12.320
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Chapter 12.47
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Chapter 1320
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Chapter 13.220
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Chapter 1420
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Chapter 14.218
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Chapter 1520
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Chapter 15.220
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Chapter 15.37
