corporate social responsibility and virtue ethics in workforce education and development chris...
TRANSCRIPT
Corporate Social Responsibilityand Virtue Ethics
in Workforce Education and Development
Chris Provis
School of Management, University of South AustraliaDeputy Director, Ethics Centre of South Australia
ICOWED 2
Aim: to relate three things
corporatesocial
responsibility
virtueethics
workforce education and development
ICOWED 3
Corporate Social Responsibility
• corporations have responsibilities beyond returns to shareholders
• responsibilities to other stakeholders– consumers, employees, suppliers, etc
• this seems clear (despite some theorists)– if I buy something, I have responsibility to think of its
effects on other people
– if I buy a share in a company, I have responsibility to think of its effects on other people
– and so, the company has responsibilities beyond financial returns to me and other shareholders
ICOWED 4
Corporate Social Responsibility:An Issue
• corporations have responsibilities
• … but what does that imply for the individuals in the corporations?
ICOWED 5
‘The Many Hands Problem’
• corporate actions result from acts by many individuals
e.g. environmental pollution may involve- production manager
- design engineer
- purchasing officers (equipment, materials)
- accountants
- many others
• CSR implies some obligations for individuals• But what, specifically?
Dennis Thompson, 1980, about officials
in government
ICOWED 6
Individuals in Organisations
• different challenges than in everyday life• in everyday life, individuals often
– decide on their own actions
– accept responsibility for the nature of the action
– accept responsibility for the outcome of the action
• in organisations, individuals work together to decide on actions
So, how do individuals’ acts achieve CSR?
ICOWED 7
Solution A: Conform to Rules
• organisation has rules for individuals
• designed to lead to overall CSR– e.g. standards on types of raw materials, rules for waste
disposal, systems for health and safety, HR procedures
• classical bureaucracy, analysed by Weber
solution A is a rule-based approach
ICOWED 8
• use key performance indicators (KPIs)
• first, set organisation goals– by reference to agreed indicators (e.g. GRI)
• then, align individual targets with those goals– e.g. plant manager targets include low emissions
– or HR manager targets include good survey responses
Solution B: Outcome Measures
solution B is an outcome-oriented approach
ICOWED 9
Analogies with Ethical Decision-Making
1. a rule-based approach is like Kantian deontology in ethical decision-making
– what makes acts right or wrong is whether they follow certain rules
– e.g. ‘do not steal’, ‘tell no lies’
Immanuel Kant
ICOWED 10
Analogies with Ethical Decision-Making (ctd)
2. an outcome-oriented approach is like consequentialism in ethical decision-making
– what makes acts right or wrong is whether they have the best consequences
– pleasure or happiness, perhaps,or ‘utility’ …
Jeremy BenthamJ.S. Mill Peter Singer
ICOWED 11
managing individual action to achieve CSR
general approaches toethical decision-making
Solution A: Conform to Rules
Solution B: Outcome Measures
Approach 1: Kantian deontology
Approach 2: consequentialism
I will suggest thatthese have some difficulties
… and then that these haveanalogous difficulties
The analogies
ICOWED 12
Ethical Decision-Making: Difficulties
1. Rule-based approach
• ‘rule-worship’
• sometimes seems wrongto follow a rule blindly
- for example, it seems right to lie to a murderer who is pursuing a victim, even though it breaks the rule ‘do not lie’
ICOWED 13
rule-worship inflexibility
for Solution A: Conform to Rules
e.g. individuals may say ‘It’s not my job’
Managing individual action to achieve CSR:
analogous difficulties
ICOWED 14
‘It’s Not My Job’
ICOWED 15
e.g. rules about ways to help disabled people
may be good
but may not suit people with other forms of disability
rule-worship inflexibility
for Solution A: Conform to Rules
Managing individual action to achieve CSR:
analogous difficulties
ICOWED 16
Ethical Decision-Making: Difficulties (ctd)
2. Outcome-oriented approach
• sometimes, things seem wrong regardless of consequences
– my act may not make any difference, where many people are involved
– but it might still be wrong- for example, to pad tax returns or
take bribes even if ‘everyone does it’
ICOWED 17
e.g. performance evaluation:
- problem separating individual outcomes from group outcomes
- either individuals demoralised oroutcomes not linked to corporate outcomes
outcomes resultfrom many people
‘many hands problem’
for Solution B: Outcome Measures
Managing individual action to achieve CSR:
analogous difficulties (ctd.)
ICOWED 18
– what is right or wrong iswhat a virtuous person would do
Another Approach to Ethical Decisions
1. rule-oriented
2. outcome-oriented
3. virtue ethics
good characterhaving good judgment
– much developing literaturee.g.MacIntyre, After Virtue (1981)
Solomon, Ethics and Excellence (1992)Koehn, ‘A Role for Virtue Ethics in the Analysis of Business Practice’,
Business Ethics Quarterly (1995)
ICOWED 19
Virtue Ethics and Ethical Decision-making
Key Feature of virtue ethics
• ethical decision-making is not step-by-step calculation
– neither step-by-step application of rules– nor measuring and calculating outcomes
• ethical decision-making is pattern recognition– it uses ‘prototypes’ and ‘exemplars’– typical examples compared with present case
ICOWED 20
Pattern-based Reasoning in Ethics
Examples:
• legal reasoning– considering past cases
• Confucius: stories, sayings
• Jesus: parables
all about patterns of resemblance
ICOWED 21
Implication for CSR
managing individual action to achieve CSR may need to get individuals to recognise patterns
• not just to follow rules
• not just achieve specified, measurable outcomes
guidelines and principles
may be useful
but these are not rules
KPIs may be usefulbut only for assistancein making comparisons
ICOWED 22
Pattern recognition and CSR
For corporations to show social responsibility
• individuals have to make the right decisions
• therefore, individuals have to understand what CSR requires, and see how their own acts affect it
– e.g. understand sustainability, environmental impacts,human resource principles, types of
disability, etc
– as well as how their actions fit into the whole
• a task for workforce education and development
ICOWED 23
Can Virtue Be Taught?
• Ryle, Plato• virtue does not seem just like knowledge that we
learn from lectures and memorisation• more like a skill, to be learned through practice• and an inclination, to do the right thing
two requirements:
1. models from senior people
2. education and development
implications forcurriculum developmentand teaching methods• experiential learning• case studies• discussion
Gilbert Ryle Plato
ICOWED 24
Conclusion
‘To ensure a sustainable future, it is necessary that TVET also ensures that all workers are able to play appropriate roles, both in the workplace and the wider community, in contributing to social, economic and environmental sustainability.’
(UNESCO, Orienting Technical and Vocational Education and Training for Sustainable Development: A Discussion Paper, 2006)
this requires development of virtue
including ability to see patterns and understand principles