The Victorian Government Code of Conduct is a way through which the Victorian Government has defined the duties and conduct of the State Services Authority. This has been done to support and improve the efficiency, responsiveness and integration of the public sector (L. Pullin, A. Haidar, 2003, pp. 291). The public sector is meant to be one of the most accountable, ethically sound and professional at the same time. Following are the authority’s key functions:
• Improving the integration and delivery of the government services by finding opportunities for it
• Promoting highest level of integrity and conduct in the department
• Affirming to the professionalism and accountability of the public sector
• Generating higher standards …show more content…
It states that the self-interest of a person is the driver and motive behind his/her actions that are conscious. Egoism can be Ethical, Psychological, Rational et cetera but Ethical Egoism is meant to be the most positive in nature. It supports that the moral agents must do the actions that are in the person’s self-interest. Using Powers at Work can be connected to Egoism as it may include a use of power for self-interest in the name of benefiting the others. Self-interest would include using the power for the benefit of friends and family and it may also include the satisfaction gained by using the power to benefit general public. The latter is supported by the code of conduct. Reporting Unethical Behavior to maintain Integrity may also be used to fulfill self-interest but it will also support the code of conduct to refrain the happening of any unwanted situation. Moreover, the Conflict of Interest code declares the public employees to avoid the situation of self-interest or egoism. It strictly defines that any personal interest or gain must be kept aside before fulfilling any …show more content…
16 Iss: 4, pp.286 – 302
Andrew Potter (2006), Political Ethics and Responsible Government, in Denis Saint-Martin, Fred Thompson (ed.) Public Ethics and Governance: Standards and Practices in Comparative Perspective (Research in Public Policy Analysis and Management, Volume 14), Emerald Group Publishing Limited, pp.71-91
Laura Barker (2011), Chapter 13 A Positive Approach to Workplace Bullying: Lessons from the Victorian Public Sector, in Charmine E.J. Härtel, Neal M. Ashkanasy, Wilfred J. Zerbe (ed.) What Have We Learned? Ten Years On (Research on Emotion in Organizations, Volume 7), Emerald Group Publishing Limited, pp.341-362
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