Organization Ethics Development System While seeking to succeed in their respective industries, firms have shifted focus towards implementing ethical practices related to their human resource management policies. The goal of ethical practices is to capture timeless ethical guidelines, principles, related information and examples containing fundamentals of the changing business environment. In this study, I have reviewed my current workplace to determine the degree of implementation of OEDS components. I have also proposed a plan for the implementation and ways of anticipating and overcoming resistance to the implementation process.

The initial step of strategy implementation in the institution includes intensive planning. The department should focus on success goals and meaning. The stakeholders in such forums are involved in deciding on the objectives and meaning of success of the ethics program. Ethical programs should not be stand-alone documents (Petrick & Quinn, 1997). Benefits of an ethics program result from the strategic application within the organization's extensive ethical initiatives. The stage permits the development of ethics programs based on specific goals aimed at achieving common good for all. Content of the ethics program attract examples that allow employees to implement such codes through addressing their personal ethics concerns and promoting the organization's ethics goals. Intensive leadership buy-ins follows the stage. The commitment and support of leaders becomes an important success ingredient for the development of ethics program.

Resource allocation, the communications to others, and buy-ins relating to the development of the ethics program are some of the critical areas impacted by concepts of leadership commitment. It is significant to gain early leadership commitment across processes of human resource management and making commitment vivid to all stakeholders (Petrick & Quinn, 1997). Creating an ethics program code requires a development task force that generates results relating to assigned responsibilities and accountability procedures for an equitable working environment. The teams give careful thought in the selection of appropriate employees in involved in the task forces. The human resource manager should sure that the employees have commitment and time devoted to the process. The choice of team employees reflects on the effectiveness of ethical practice programs and perception of equity while selecting individuals to represent the diversity of the organization and the interests of volunteers, employees and minor groups.

Data Intake is the second step in reshaping of the ethics management processes for human resource. Analysis-Interviews, Data Intake, and Focus Groups are critical in gathering information from organizational stakeholders (such as leadership, employees, and volunteers) regarding ethics concerns. The effectiveness of an ethics program depends on the relevance of individuals. Leaders need not automatically assume knowledge of the important issues to employees. The process of information gathering based on informal discussions, interviews and focus groups offer critical ways of surfacing exponential issues and setting stage for continuous dialog on human resource ethics. Further, the process of information gathering sends message that the organization believes on the importance of ethics in managing HR issues and that employees' views are valuable (Petrick & Quinn, 1997). The step is followed by critical analysis of the information that is collected from workers. Such information is used in helping develop outlines and contents for the ethics program. Success of this state requires that the leadership is constantly informed. Lastly, findings should be reported to the leadership as a way of passing an understanding of how volunteers, employees, and subsequent stakeholders perceive the current environments. Reporting of findings, limits people's comments to elements rose through multiple sources and not indicating from whom or where specific insights or comments were obtained.

Code drafting is the next stage of implementing an HR ethics program. The process involves drafting the HR ethics program based on multiple perspectives of the stakeholders. Particularly, organizations need to involve persons who have the interest or willingness to embrace the HR ethics program provisions within the process of drafting. The organization can include employees as the main stakeholders within formal committees and solicit feedback and input from other parties less formally. The involvement of all parties to the HR ethics program improve the scope of issues established in an HR ethics program while facilitating general buy-in and support (Petrick & Quinn, 1997). The task forces were basing input from leadership need to evaluate provisions, structure, and values of the intended HR ethics program. Drafting an HR ethics program tailored to the organization and aiming to serve unique needs allows the process to engage appropriate information use among volunteers, employees and other stakeholders gathered within the intake process.

The draft HR ethics program is submitted to the administration...

It is prudent to ensure extensive support from leadership through presenting the final draft to them for comment and review. The step allows the organization's leaders to retain participative roles within the HR ethics development process and actively involve the daily concerns of drafting the code. The level of participation reinforces leadership commitment to overall HR ethics program initiative. Revising the HR ethics program against the recommended techniques and proposals is important. Appropriate suggestions and comments can be included within the revised draft code. The inclusion for such suggestions and comments strengthens the HR ethics program and builds ownership for the code while providing feedback. The HR ethics program should be subjected to a field test to enable making of any final revisions (Petrick & Quinn, 1997). The response includes taking revised HR ethics program into the field for any suggestions and revisions.
Most HR ethical program drafts miss out of several details in the early stages of the process. While the code nears the final stages, it makes it easier for persons to bring elements of success and changes to the HR ethics program attention. The organization can present the HR ethics program to the legal counsel to be comfortable that the HR ethics program corresponds to the national legal framework. The leadership should work towards obtaining board approval for HR ethics program's final draft prior disseminating and publishing the final HR ethics proposal.

There are specific strategies that should be put into consideration in the development of a strategy. The organization should have effective laws requiring employees to explain official decisions and actions. Management approaches should take the design of encouraging leaders and employees to deal with unethical and corruption practices positively as they encounter them. The organization should implement a 'whistleblower' protection policy that promotes appropriate employee interest disclosures for wrongdoing by colleagues and other stakeholders (Petrick & Quinn, 1997). Ethics audits are important in the identification of risks based on the integrity of processes such as tendering, recruitment and promotion, financial management, dismissal, and discipline. Thorough strategies in Human Resource Management should link ethical performance with advancement and entry against elements of ethical 'under-performance' and disciplinary processes. The approach fosters promotion and recruitment based on merit as well as implementation of antidiscrimination protections (Petrick & Quinn, 1997).

The focus of the study also spreads to development and training of rationale and content of the ethics program. Positive attitude also promotes implementation of ethical management principles and proper official power use. The ethics program outlines requirements for professional responsibility coupled with effective internal and external complaint about redressing procedures (Petrick & Quinn, 1997). HR qualifications require leaders to be ethically responsible in fostering and promoting justice and fairness among employees and overall organizations. HR leaders should respect the intrinsic worth and uniqueness of each through treating people with compassion, dignity, and respect and promoting trustworthy work environments free of unlawful discrimination, harassment, and intimidation. The ethics program will ensure that all people have requisite opportunities of developing new competencies and skills (Petrick & Quinn, 1997). The approach also assures environments of commitment to diversity and inclusiveness in organizational processes. Top management should develop, advocate and administer procedures and policies that foster consistent, equitable and fair treatment among all persons. The scope of application of personal interests fosters supportive, ethical and legal decision making by the organizations. Employees act in responsible ways while practicing sound management of organizational resources that such organizations focus on serving.

It is proposed that the ethics program be introduced during a company event that involves organization's leadership, as well as other critical contributors of the code (Petrick & Quinn, 1997). Such events need to convey reasons towards establishment of the HR ethics program and importance to the overall ethics initiative of the organization. The messages sent should be consistent with the code while the event needs to emphasize on the effectiveness of distribution of the ethics program as an ongoing process. Ethics is a major contributor towards increased quality of life. Normative ethics is a specific focus in establishing general principles, codes and rules of moral behavior among employees. The element of concern includes becoming subject matter in deliberative initiatives that focus on the quality of work and improvement of lifestyles. Ethics in this context is defined through value that specifies the right against wrong and good against evil. However, it has a narrower meaning as compared to the value. The implications of the system are that the value perception upon which employees in OECD…