The enigma of being ethical and effective
The
path that leads from employee engagement to enhanced organisational
results, needs delicate balancing. This is all about the balancing of
the two Es - being ethical and effective.
The numerous stories we have heard ranging from the global credit
crunch to the Golden Key chaos, calls for the need of ethicality. It is
not achieving short-term gains 'by hook or by crook', but something much
deeper, grounded on solid principles.
Test
Ethics is difficult to define in a precise way. In a general sense,
ethics is the code of moral principles and values that governs the
behaviour of a person or a group with respect to what is right or what
is wrong.
"Do unto others as you would have them do unto you", says the golden
rule of ethics. Focusing more on business ethics, it is the capacity to
reflect on values in the corporate decision-making process, to determine
how these values and decisions affect various stakeholder groups, and to
establish how managers can use these observations in day-to-day company
management.
A code of ethics is a formal statement that acts as a guide for
making decisions and acting within an organisation. Richard Daft, a well
known management author speaks of a four-way test, which is globally
advocated by Rotary International. 1. Is the decision truthful? 2. Is it
fair to all concerned? 3. Will it be beneficial to all concerned? 4.
Will it build goodwill and better friendships?
The answer should be 'yes' to all the questions, for the decision to
be ethical. The reality of being ethical is that the response should
always be 'digital'. Either you are ethical or unethical, and there is
no half way.
The challenge in this respect is to engage employees while ensuring
that they are guided to be ethical and effective. In the search for an
enduring response to the dire need to be ethical and effective, the twin
terms, Niskam Karma (NK) and Sakam Karma (SK) make much sense. The terms
were introduced to management circles by a management researcher from
the Indian Institute of Management, Bangalore (IIMB), Chakraborty.
'Greedy decade'
Nishkam Karma (NK) is a term derived from the revered Hindu text,
Bhagawad Gita. It literally means detached involvement. Performing work,
accepted on the basis of agreed remuneration, with little calculation or
comparison with others, or concern for additional personal recognition,
gain or reward during or completion of the work. A verse in the Bhagavad
Gita enunciates the principle of NKs -
Thou hast a right to action, but only to action, never to its fruits,
let not the fruits of thy works be thy motive, neither let there be in
thee any attachment in inactivity.
The opposite of NK is termed as Sakam Karma (SK) meaning attached
involvement. As Chakraborty said, it means performing work, accepted on
the basis of agreed remuneration, with anxious comparative calculation
vis-à-vis others, for additional personal recognition, gain or reward
during or on completion of the work.
He said, "The 1980s have been often described as the 'greedy decade'.
A similar phenomenon began in India in 1990s, initiated by the
stock-exchange-banking mega scam. Several highly ranked chairmen and
CEOs of companies, Chief Justices, Vice Chancellors, chairmen of State
Public Service Commissions, senior bureaucrats and other important
public figures came under a cloud, having been involved in unethical
practices."
It by no way means one has to leave worldly affairs in becoming an
ascetic. As Sri Aurobindo aptly said, "Action done with NK is not only
the highest, but the wisest, the most potent and efficient even for the
affairs of the world". A desirable scenario would be to see the engaged
employees becoming detached, yet continuing to be involved. A simple
example could be, a bank manager devoting himself or herself for the
achievement of the given objectives, in a whole-hearted manner, without
thinking of what one would get in return.
The opposite of this will be another manager working hard on a
personal agenda, aspiring to get the next promotion early. The
differences between NK and SK can be seen in the table. As the table
clearly depicts, it is a comparison between 'green' versus 'greed'.
The table clearly indicates the detachedness needed to make employee
engagement meaningful. The elements of NK should be considered when it
comes to training and development initiatives related to employee
engagement. The acid test here is the ability to 'detached' yet getting
involved. The much published statement by former US President John F.
Kennedy, "Ask not what your country can do for you, but ask what you can
do for your country". Such an approach is very relevant to a wide
variety of institutions, to build employees who are ethical and
effective. |