ethical concerns for intended research

Topics: Ethics, Human resource management, Business ethics Pages: 5 (1096 words) Published: August 11, 2014
Ethical Concerns For Intended Research Into The Implementation Of The New HRMIS System In The Civil Service Of Ghana.
The civil service of Ghana has been plagued with attendance and performance issues for so long. All efforts to change what is known to many as a ‘culture’ of the public sector in Ghana has done nothing but yield very low productivity results and is one of the reasons why the country is now experiencing an economic crisis. One cannot stress the importance of using performance appraisal evaluations in any organization and especially in the civil service of Ghana to ensure that the right rewards are linked to performance and that the system allows for competitiveness and motivation among the employees. “Performance appraisals are a great tool for employers to evaluate how their employees have been performing at their company. They can be used for administering wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses.” (Johnson, 2013; Mathis, 2011). As one of the biggest problems facing the sector is placing the right person with the right skill in the right department, appraisals would be a good way of determining the strengths and weaknesses of employees. Performance appraisals are also very important for developmental and administrative purposes in every organization.

Like every organization however, there are a few ethical concerns for conducting such a research. According to Suresh (2011), "Ethics should be the cornerstone of performance evaluation, and the overall objective of high ethical performance reviews should be to provide an honest assessment of the performance and mutually develop a plan to improve the rate's effectiveness."

One of the biggest ethical concerns for performance appraisals in every organization is the accuracy of the results gotten. There are many reasons why performance managers do not give accurate ratings. According to Longenecker and Ludwig(1990), these are a few reasons why over 70% of managers do so. Believing that a negative evaluation result would hurt the ego and performance of the ratees. The desire to see a favorite employee promoted and given a raise. Making the department look good with good ratings.

The unwillingness to mar perfect employee records especially for hard workers who may be having personal problems. The need to protect good performers whose performance was suffering because of personal problems To avoid confrontations afterwards.

As a way of getting hard to manage employees out of the department through promotions. Ethics is a problem because most of the raters twist the results to favor their favorite employees. This is especially a problem in Ghana where a collectivist culture allows that everybody is everybody’s keeper and no one would want to be responsible for another loosing their job. In the civil service especially, managers and supervisors at the highest level all miss days of work at the same time and are covered by their subordinates who then think of it as an i-owe0you to be redeemed when they want to skip work days too. It would be very difficult for such managers to rate their employees poorly due to missed workdays that translate into poor performance output.                  

          Performance managers in the public sector of Ghana must be taught to be very ethical and forward thinking. With the focus on the overall well being of the organization, performance managers must strive to be accurate in their ratings because of the subjective nature of most rating scales. Performance managers must also ensure that theirs ratings are credible for the meting out of rewards, punishments and threats, their ratings are valid, accurate and reliable, the tools used are standardized across boards and fair, are related to the jobs being performed, as much as possible are free of bias and errors, are administered with the help of the adequate legal guidelines. These are the ethical...

References: _ethical_conduct/7e_-_institutional_review_board_(irb).htm
Longenecker, Clinton, & Ludwig, Dean. (Dec, 1990). Ethical Dilemmas in Performance Appraisal Revisited. Journal of Business Ethics, Vol. 9, no. 12. Retrieved from id=3739256&sid=21101924781267
Mathis, Robert L., and John H. Jackson. Human Resource Management. 13th ed. Mason: South-Western Cengage Learning, 2011. 157-165.  Print.
Ohemeng, F.L.K., (2009), Constraints in the Implementation of Performance Management Systems in Developing Countries: The Ghanaian Case, International Journal of Cross-cultural Management, 9(1), 109-132.
Suresh, S. (2011). Ethical Issues in Human Resource Management. Management and Labour Studies, Vol. 34, no. 4. Retrieved from
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