Sat isfact ion of emp lo yee on workplace is t he silent but key feat ure of t heir per fo r mance. T his feat ure is most ly igno red in o ld behaved organizat io ns bo t h in p u blic and pr ivat e sect or but in moder n era o f human resource management , it is t he mo st import ant t hat when emplo yee feels dissat isfact ion t hen his per fo r mance is go ing t o decline which obviously effect t he organizat io na l gro wt h. Ever y emplo yee may have good and bad et hics or habit s which ma y affect t he work place environment unconscio usly or deliberat ely, but in bo t h ways, he is go ing t o dest roying t he organizat ional behavior which affect on t he gro wt h o f organizat io n negat ively. So, t here is alwa ys a margin t o improve t he et hics and char act er of t he emplo yee. ( Wen-Chih Liao, Mei-Yu Teng, 2010) In t his dissert at ion, we will analysis t hat how unet hical behavior effect t he per fo r mance o f emp lo yee and how t o change t he work place enviro nment in goo d et hical behavior which can help in growt h of organizat ion. I n t his regard s, an o rganizat ion can get bet t er result s wit h t he help o f t raining sessio n o f t heir emp lo yees o n var io us et hics and var ious fact ors which can dest roy t he emp lo yee¶s per for mance. According t o t he logic o f st akeho lder t heor y (Freeman, 1984), emp lo yees are t he ma in st akeho lders o f an organizat io n and t heir

sat isfact io n is direct ly proport ional t o t he growt h o f organizat io n means i f emp lo yees are sat isfied t hen t he growt h graph o f organizat ion is mo ving t owards up and v ice- versa. (Berrone, et al., 2007). Dissat isfact io n o f emplo yees in working environment, bot h in gover nment as well as in pr ivat e organizat ion, is r eport ed by a subst ant ial number o f co mp laint s. It has been widely evaluat ed and researched t hat unet h ica l

behavio ur at workplace, especia lly in t he corporat e world, has been out bro ken silent ly o ver t he year s. We know t hat ever y per son has so me good or bad t rait s. But develop ing good et hics and charact er impro vement always make roo m fo r t hemselves. Client s and cust omers get a reflect ion o f t he co mpany t hrough it s emp lo yees. E mplo yees w it h et hical values and good charact er succeed in

reflect ing a good impr essio n o f t heir co mpany. However, if t he emp lo yees sho w unet hical behaviour, t he impressio n o f t he co mpany is reversed. The emp lo yees who are considered to be t he part and parcel o f an organizat io n should be pro vided wit h a co mfort able business environment . But unfort unat ely emp lo yees are co nsidered and t reat ed as a commodit y like any ot her. It is also obser ved t hat peers and co lleagues show unet hical behaviour, inc luding sexua l

harassment , to t he fema le emplo yees at work. (Berenbeim, R. E, 2002). Business and et hics relat io nship is inher ent ly knott ed. Exist ence o f a successfu l relat io nship bet ween t he t wo could be possible only t hrough a successful and co mpet ent co mpany. I f st rong corporat e code o f et hics is exhibit ed by t he bu sinesses, t he y would beco me more successful in t he lo ng t ime, because t hey pro ve a pro mise t o an ant icipat io n o f st rong et hical behaviour shows t heir devo t io n t o t he public, consumer and workers and t he work what t hey are do ing. It ¶s like any organizat ion is co mmo nly known as an et hical o ne, it enhances it s reput at io n and t his can be ext ra wort h for t he organizat ion .Today¶s wo r ld eco no my having more st rain t o t he co mpanies and owner o f t he co mpanies t o get mo re and more pro fit t o t he co mpany¶s shareho lders because ver y hig h co mpet it io n at mosphere in wor ld econo my mo st oft en forces t hem t o t ake unet hical decis io ns in order to achieve posit ive result s. This at t it ude on t he hig her level o f t he organizat ion usually t rickles down and envelo ps t he who le o rganizat io n. The leaders' unet hical behavior t o get posit ive resu lt s It ¶s st ill desp it e t hat t hey have knowledge t his is not correct .Finally t his is an element and t he background o f an organizat io n. The examples set by t he higher aut hor it ies is fo llo wed and lack o f moralit y is spread. Bla me is o ft en put on "t he s yst em", but we fail t o define syst em which is basically co mpr ised of decis io n- making individuals. So me individuals fail t o reco gnize t he fundament ally linked relat io nship between business and et hics. ³Trad e is t rade ³t his is not exact and account able dec larat ion for t he reaso n t hat et hical co nclusio n is a vit al and significant part of a good t rade.

Expect at ions o f immediat e result s, in t oday societ y, are per haps one o f t he reaso ns why unet hical and bad business pract ices are exhibit ed. It might be o ne o f t he mo st co mmo n r easons. It ¶s clear ly shows o nly one single per son et hica l sco pe can impact is a part of t he t rade. So t his is cult ural at mosphere nat ure assu me as et hical philo sophy and t his cannot st and for t rade pract ices. So t he et hical act io n can be decline, in st art ing unmoral at t it ude of an organizat io n ma y get an import ant econo mic growt h and it might help t hem in ear ning hig h pro fit . But what would be t he cost in t he long run? Unet hica l behavio ur o f t he co mpany inc ludes fault y and hast y goods, unconfir med not ice of t he worker s and fake appearance of goods to cust omers. Whet her it 's bad or good for t he co mpany? I f it t akes t his apparent ly high profit as good, it is merely a st at e o f illu sio n in fact . (Jones, G. R, 2010). All t he above ment io ned measures might result in inflat ed pro fit and least co st but it wo uld prove t o be a short sight ed approach at t he end. Because t here is reduce cho ice will unco nst ruct ive impact on t he t rade and end o f t he resu lt sho ws in incr eas ing cost of good and lo ng t erm business. The Management and Direct o rs, or owner s t he y want t o impr ove an environment wit h less mo ra l st and s and it could be t he result is reducing t he business growt h. It is no t necessar y t hat t he business wo uld shut down but it will definit ely impact t he real po t ent ial and will decrease expect ed revenue. T he first st ep for t he pract ice o f go o d business should be t aken by t he management by set t ing a st andard So it ¶s pred ict able and t hey must be go ahead and guide wit h exa mples. This is t he co nfigurat ion o f highest st andard o f at t it ude in t rade and more pro fit fo r co mpany in all sit uat io ns. T his is c lear t hat some st rong pr incipals have also set up a goo d dedicat ion for co mpany growt h and it s vis io n. A co mpany can't st ay in t he co mpet it ive market for long o n unet hical decisio ns and keep on enhancing it s profit . I mmor alit y not only let t he business down but it affect s t he emplo yees' mora le as well. And when we t alk about t he mo st valuable asset s of a co mpany, emplo ye es and reput atio n are o f t hem. I f a co mpany encourages an et hically sound background bot h for t he people and

co nsu mers, t hose asset s would definit ely be augment ed. Cust omer s' fait h and assurance in a t rade can also be t he posit ive sign t o t he list o f t he asset s and it also benefit s t he co mpany. Acco rd ing t o t he rule o f econo mics t he large st ructure of business is t he mo r e value is added t o t hat business environment . Much more consumer s could be att ract ed and furt her expansio n in t he r eput at ion would be possible if cust o mer it co u ld be t he exact same and reaso nable act io n, pro ficiency and infor mat io n

and an o rganizat io n, it could be ult imat ely r esult t in t he econo mic benefit o f t he co mpany by growing it s net work. In t his case t his is a good example and mo re mo ral value for an organizat ion t o make a po licy t hat could be shows and g ive a go od et hics at t it ude in t he place of work. In t he upper line it s discu ssed yo u sho u ld provide a good et hical values set for your cust omer s on your wo rk p lace o r in business. In all t rade act ivit ies you should alwa ys give pr ior it y o f bu siness et hics t o your cust o mers. T his is a good for t he organizat io n will get hig h pro fit fro m t he consumer s and t hey are in peace o f mind t o serve t he co nsu mers a fair and t rust wort hy busine ss deals. So fina lly a business per so n sho u ld have st rong knowledge about business et hics, t hese days man y

universit ies or co llege or schoo ls want those perso n who have t eaching et hics fo r go o d reasons. All yo ung people keep in mind t his infor mat io n t o t heir wo rk p lace and t hink about to apply t he et hics in work places in a ll t yp e o f o rganizat io n like gover nment or in public sect or organizat ions.(Berrone, P., Surro ca, J., & Trib'O, J. A, 2007). All o rganizat io ns making good and high st andard of business et hics t hat co uld be reduce t he chances or organizat io ns scandals in media or in newspaper s mo re

.same t his pract ice for sma ll t rader s t o achieve t heir goals t o get co nsu mers , more dealings bet ween reaso ns t o ot her t rades t rade can be t he pro fic ient

for mo r e

which will be t he benefit for

bot h t rades o r

o rganizat io ns. (Car son, T. L., 2003).

1. Berenbeim, R. E. (2002). "The Corporate Ethics Test". Business and Society Review, 31(1), 77-80 2. Berrone, P., Surroca, J., & Trib'O, J. A. (2007). Corporate ethical identity as a determinant of firm performance: A test of the mediating role of stakeholder satisfaction. Journal of Business Ethics, 76, 35-53. 3. Carson, T. L. (2003). Self-interest and business ethics: Some lessons of the recent corporate scandals¶. Journal of Business Ethics, Volume 43, P389-394. 4. Freeman, E. R. (1984). Strategic Management: A Stakeholder Approach. Englewood Cliffs, NJ: Prentice Hall. 5. Jones, G. R. (2010). Organizational Theory, Design, and Change (6th ed., p. 14). Upper Saddle River, NJ: Prentice Hall. 6. Wen-Chih Liao, Mei-Yu Teng, The Relationship between Ethics Training and Employee Satisfaction: A Mediator of Corporate Responsibility Practices, The Journal of Human Resource and Adult Learning Vol. 6, Num. 1, June 2010.

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