Unethical Behaviors: What Supervisors Need to Know

Abstract

Unethical behaviors by supervisors in the workplace not only jeopardize the reputation of the affected organization but also have devastating effects on these organizations' ability to provide quality services to their customers and other stakeholders. This paper investigates unethical behavior in the workplace done by the supervisors, examining its impact, severity levels, and the actions taken to address such misbehavior. Data were collected from 69 employees of both public and private institutions using descriptive procedures. The results exposed a range of unethical behaviors perpetrated by supervisors. Supervisors that demonstrated unethical behavior included mistrust, disdain for rules and regulations, indecisiveness, making warranted demands, giving out too many tasks, not listening, and not owning up to mistakes. It has also been discovered that these unethical behaviors hinder professional growth and development, reduce productivity, strain relationships, lower performance, increase employee turnover, and pose risks of legal accountability. Moreover, undesirable behavior in the workplace is more common than what other participants think. Some employees try to correct those encountered undesirable behaviors on their own accord while others choose to ignore the issue. These actions taken by employees show that maintaining healthy work environment is their consideration and priority when at work. Such actions also show concern to the health of the organization.