Foreign experience of implementing ethical values in the anti-corruption policy of private and public sector organizations

Abstract

The author analyzed and systematized the experience of foreign countries regarding the peculiarities of the implementation of ethical values in the anti-corruption policy of private and public sector organizations. Senior management when implementing anti­corruption standards, regardless of the form of ownership of the organization, when making management decisions, should be guided by their own ethical beliefs regarding their actions, display of integrity, ethics, influence on employees of lower management levels regarding the example of the prevalence of anti-corruption standards when making management decisions. The importance of the Codes of Ethics in encouraging the top management of the USA, EU, and Great Britain in the formation of organizational ethics and the reputation of international companies was established, and the strategic importance of leadership in the prevention of corruption in the formation of anti-corruption programs and the fight against corruption risks was determined in his work on leadership in the prevention of corruption. The experience of the USA, the EU, and Great Britain has shown that compliance with ethical behavior by the middle and lower ranks and, accordingly, the reduction of corruption risks, is mainly implemented taking into account the example set by the management in conducting the company's business. It has been found that the main ways of creating an ethical atmosphere are: establishment of values and principles of the organization, approval of Codes of Ethics, internal control, accountability, regular informing and holding of training events by the management with its mandatory participation regarding ethical values, trust in the management and its personal compliance on issues of corporate ethics in the absence of an ethics officer position. The practice of management implementation of ethical values in the anti-corruption policy of public authorities in Australia has shown that the ways of such implementation can be: the introduction of external control procedures open to the public, as well as confidential reporting procedures for senior management. The experience of Liberia, Kenya, and Georgia regarding leadership and corruption in the management of companies and in the public service as one of the main causes of civil wars is analyzed. Positive practices regarding the use of anti-corruption policy and the establishment of the role of leaders in the management of African countries have become the implementation of anti-corruption policy and strategy in the top management of countries, decentralization of power and the practice of identifying and returning illegally obtained funds of government officials to state accounts. The author summarizes effective ways of implementing ethical values in public sector organizations, using the example of Georgia, namely: political loyalty of management in the field of management in the fight against corruption; implementation of e-governance and e-services, long-term investments in building a corporate ethical culture, implementation of a mechanism for direct access to information on combating bribery to the company's top management, and encouraging employees to report suspicious activity related to corruption. Using the example of Estonia, the peculiarities of the role of management in overcoming corruption, the implementation of anti-corruption initiatives, certain trends regarding the role of the leadership of the law enforcement sphere in anti-corruption policy have been established. Estonian legislation has formed trends regarding the identification of the role of management in the formation of anti­corruption culture in law enforcement agencies through organizational views on corruption and the views of managers on overcoming corruption, in particular: the openness of top management to discussing anti-corruption issues in relation to their own organizations; focus on the organizational culture of non-perception of corruption starting from the top management level; integration into everyday practice of existing ethical standards; prevention of corruption risks associated with senior officials of organizations.