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Ethical Culture And The Value‐Based Approach To Integrity Management: A Case Study Of The Department Of Correctional Services

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  • Paul Collins
  • Alan Doig
  • Werner Nicholaas Webb

Abstract

SUMMARY In this article the author proposes that a compliance‐based approach be supplemented by a value‐based approach in attempts to reduce public service malfeasance. The compliance‐based approach per se should not be regarded as the panacea for corruption. It could be argued that such an approach not only reduces malfeasance, but creates additional layers of oversight and reduces public service efficiency and effectiveness. In fact, additional structures and policies could create opportunities for corruption. Conversely, the value‐based approach seeks to promote the ethical culture within a public institution. This research builds on an existing body of literature concerned with the ethical culture of organisations. This author identified the Department of Correctional Services as a case study to determine how the promotion of an ethical culture could enhance the implementation of corruption prevention policies. The author makes use of a survey to collect data. The captured data is analysed and subjected to exploratory factor analysis. A total of 11 factors of ethical culture are provided and the correlation between factors is provided with the Pearson's correlation coefficient. The findings indicate that the promotion of some factors of ethical culture coincides with reduced levels of malfeasance. Copyright © 2012 John Wiley & Sons, Ltd.

Suggested Citation

  • Paul Collins & Alan Doig & Werner Nicholaas Webb, 2012. "Ethical Culture And The Value‐Based Approach To Integrity Management: A Case Study Of The Department Of Correctional Services," Public Administration & Development, Blackwell Publishing, vol. 32(1), pages 96-108, February.
    • Handle: RePEc:wly:padxxx:v:32:y:2012:i:1:p:96-108
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    Cited by:

    1. Sebastian Cortes-Mejia & Andres Felipe Cortes & Pol Herrmann, 2022. "Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture," Journal of Business Ethics, Springer, vol. 178(1), pages 241-260, June.
    2. Alexandre Di Miceli da Silveira, 2022. "Corporate governance and ethical culture: Do boards matter?," Review of Managerial Science, Springer, vol. 16(4), pages 1085-1116, May.
    3. Guillem C. Cabana & Muel Kaptein, 2021. "Team Ethical Cultures Within an Organization: A Differentiation Perspective on Their Existence and Relevance," Journal of Business Ethics, Springer, vol. 170(4), pages 761-780, May.
    4. Juliana Toro-Arias & Pablo Ruiz-Palomino & María Pilar Rodríguez-Córdoba, 2022. "Measuring Ethical Organizational Culture: Validation of the Spanish Version of the Shortened Corporate Ethical Virtues Model," Journal of Business Ethics, Springer, vol. 176(3), pages 551-574, March.
    5. Kunkanit Sutamchai & Kate E. Rowlands & Christopher J. Rees, 2020. "The use of mindfulness to promote ethical decision making and behavior: Empirical evidence from the public sector in Thailand," Public Administration & Development, Blackwell Publishing, vol. 40(3), pages 156-167, August.

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