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1 topic Ethics & Theory of Moral Considerations

1.1 Consideration of Moral & Ethical Theory

Moral judgments - the process by which human behavior, institutions or policies evaluated whether it has fulfilled or violated standards (standards) morality.

Ethical theory - the idea, belief or claim that seeks to clarify the facts or events based on the correct arguments.

1.1.1 The meaning of ethics - the study of moral - moral principles of individual behavior that is acceptable and their personal beliefs about what is considered to be right or wrong behavior.

- Ethics are:

• Individuals - people have ethics, while the organization does;• Ethical behavior vary between individuals;• Ethics is relative, according to the norms of a society. It is not absolute.

1.1.2 Meaning of Ethics - application of ethical values and ideas about business issues that arise in the context of business

1.1.3 Professional Ethics - Professional Ethics are moral values formed by a group of people who are trained in the same field to control the performance of the work or the use of resources.1.1.4 Why Business - significant influence on the business environment and Should Ethical? stakeholders-Enhance business performance

1.1.5 Formation of Ethics - instrumental factors are: Individuals - The influence of family- The influence of peer / equivalent- Experience life- Personal and moral values- Factors situations

1.2 Normative & Philosophy - Philosophy is the study of methods of normative Ethical relativism of thought and behavior, that is how we should bergelagat properly.

- Relativism Ethics are standards of moral behavior varies between different groups, either within a culture, between culture and at different times.

1.3 Five Principles of Ethics and its limitations 1.3.1 eternal law ('Thomistic / Natural / Eternal Law') - If a person has a right to survive, to have freedom and want happiness, then they are also responsible for allowing the same rights to others (the 'Golden Rule').

- Limitations: - Too many interpretations of what was right, best or right.

1.3.2 Utilitarianism (Teleo-logical)- Putting the result or outcome of the case.- Benefits the most for the highest number.

- Limitations: - The conflict in determining the amount of benefit that the highest and the most number of people; importance of minority groups are also ignored.

1.3.3. Universalism (Deonto-logical)- Putting one's faith- Treat others as a goal that should be cherished, not as a tool to achieve the goal.- Limitations: - No priority or different levels. Difficult to practice it all the time.

1.3.4 Fair divider ("Distributive Justice")- Justice as the only key value;-Distribute the burden and benefit of the society based on equality, need, effort, contribution or ability.

- Limitations: - Relying heavily on the cooperation of a community. Individual efforts are ignored.

1.3.5 Personal Freedom- Freedom as the only major value- Institutions or law that violates individual freedom will be rejected even though it can give happiness or benefit to others.

- Limitations: - a narrow definition of liberty because freedom is seen as a negative right, the right not to be harassed or disukarkan by others.

1.4 Conclusion a. Each theory is just one aspect / part of the whole truth. It is incomplete and not sufficient to judge an action as moral or immoral.

b. There is no one system that was able to provide a complete guide decision making by management.

What are the implications of the conclusion of the managers?- There is no single system that can serve as a complete guide ethical decision-making difficult

What can we do?- Therefore, we should use all five systems in the search for an equitable solution.

Two significant ethical perspective that should be noted:

1.4.1 The 'Golden Rule' - "Do unto others as you want others to do to you."

1.4.2 Kantian rights-rights allow (or not allow)-Right of privacy -The right of freedom according to conscience Right-criticized -The right to justice

2 topics Stakeholder Relations2.1 The Stakeholder ConceptDefinition - individuals or groups who can affect or be affected by the actions, decisions, policies, practices or goals of the organization.2.1.1 Classification of Stakeholders2 categories of stakeholders:- Primary or market- Secondary or non-marketSee Figure 2.1.2.1.2 Support the Stakeholder Concept3 arguments supporting the concept:a. Descriptive - Explaining bagaiaman organizations manage and interact with stakeholdersb. Normative - Organizations have great power and resources. Therefore, keeping stakeholders is supposed to do.c. Instrumental - The company that cares about its stakeholders will usually achieve better performance in the long term.2.2. Stakeholder Management- It is the process of managing the expectations of the individuals and groups who have an interest or would be affected by the activities of the organization.3 management measures:• Identify the relevant stakeholders• Responsibility to stakeholders• Manage relationships with key stakeholders

Step 1 - Identify the relevant stakeholdersThere are 3 elements:a. Stakeholder power - ability to use the resources to do something or to achieve its aims.-3 Types of power - Coercive - power abuse / physical violence- Utilitarian - controlling organizational resources- Symbolic - accessibility or the ability to use symbols or prestigeb. Validity of stakeholders - whether things can be claimed by the holder of right justified or even mentioned in the context of-Claim is considered valid when the item is defined as reasonably required by the other stakeholders and the community.c. Imminence of stakeholders - the speed firms respond to the needs of stakeholdersTime-sensitivity - the delay responding-Critical Level - stake a claim or contact2.3 Responsibilities of Stakeholders Against FirmStep 2 - See Figure 2.2.Description of Responsibilities• Economic Profit - maximize sales, minimize costs• an adequate return on investment• Compliance with applicable legislation and regulations, such as the environment, employment and consumer• Do the right ethical, fair and equitable• Emphasize ethical leadership• Comply with the minimum requirements of the lawPhilanthropy • Be a good corporate citizen of the country - are involved in volunteerism, providing education, culture and arts, health services

Step 3 - Manage relationships with key stakeholders3 strategies:i. Integrate stakeholder management philosophy, values and vision of the firmii. Shape the vision and values statement that includes stakeholdersiii. Implement performance management system stakeholders

3 The nature of the topic Ethics in Modern Business

3.1 Ethical Problems In - A dilemma for managers to achieveManagement Problems equilibrium ('balance') right, appropriate and fair between economic performance with social performance.

3.2 Features / nature Problem of Ethics in Management

3.2.1 As a result of prolonged- Provide an impact on others, whether inside or outside the organization, or outside the control of the

manager.

3.2.2 Alternative diverse- There are many alternatives in choosing an ethical solution - which must be done, which should not be done.

3.2.3 The sequel to the contrary- Each alternative brings social costs and benefits vary.

3.2.4 Due to the uncertain- The consequences of each alternative was not clear.

3.2.5 Personal Implications- Alternatives have costs and benefits that give the winner a personal impact on individuals.

Examples 3.3-pricing - an economic decision that canEthical problems have a negative impact / harm to consumers.In Management-Advertising - the truth / deceive that vary, for example between the ads entirely true, partially true or entirely false.

-Promotional Products - Promotional deals sometimes lead to other party to bear its cost.

Workplace-conditions - moist workspace / uncomfortable, noisy, less light, inadequate ventilation, smoke and dust, unsafe etc.

-Customer service - quality products dropped, damaged or defective.

-Termination of employees - to reduce the size of the operation.

-Environmental pollution - toxic dumping unsafe, polluting and destroying the water / air / area.-Community relations - firms use economic power (eg transfer operations) as the pressure to get the relaxation / privileges.

-Supplier relations - economic abuses against Kcil providers in their communities.

3.4 Problem Analysis To achieve a balance between economic performanceEthical and social performance:Management-Economic Analysis - whether a decision / action to use limited resources in the most efficient and effective manner.

-Legal Analysis - whether a decision / action violates any law. Community will create rules and regulations to be observed and treated fairly. If not, the new law will be enacted to address the situation.

-Analysis of ethics - whether a decision / action taken on the basis of rational principles of consistency and welfare - so community members can serve in the most equitable manner.

3.5 Ethics in Islam-A universal message (holistic approach) to achieve integration with:• God• Neighbor human• Religion

-Shari'ah-based Al-Qur'an; a comprehensive legal system that regulates all aspects of society; defined rules based on some sectarian creed.

-Trade and business - have spread Islam through the Arab Muslim people skilled in navigating navigation, shipbuilding, astronomy and scientific measurement devices. Ethical business practices in their trading activities were spread.

Teachings-economic practices (Shari'ah and Hadith):• Feature free enterprise, private sector market economy approach

• Right possess private property• Profits are allowed, but do not overcome the responsibility of brotherhood, unity and charity• Law of halal and haram, eg fixed

-Duty to God, in:• Buy / charity for the love of God• Perform contract with perfect conditions• Truth and honesty

Topic 4 Ethics Management and 'Rule of Law'

4.1 'Rule of Law'-Means - We must refer to the law in the face of conflict between economic performance with social performance. Law is: • A set of rules established by the community to administer / control behavior ('behavior') in their community.• Reflect collective moral laws which are held by members of a community, especially in a democratic society.

Law 4.2 - If we do not agree with a firm action, As Guides, we should take steps to create law Moral about it, either to prevent or promote firm action to take alternative action.

- Assuming that the desired legislation can not be passed through the democratic process, then the situation should be accepted.

4.3 Sample selection MoralExample (a) Any bank loan - Either approve risky loans to a to a small local firm that rates ethod / return Her limited by law, or lend low risk to a large outside firm with the same rate of return?

Ethical dilemma - the choice between economic performance and social responsibility to be complicated by:• Consequences / consequent prolonged• The outcome of the uncertain• Implications personal career

Examine also the examples of (b) - (d)

4.4.Undang-law in a democratic society, can not KTA In combination transgress the law, because it means that we do not comply with Sentence moral standards moral majority community- If we do not like something, get the votes / support of many majority to change the law. Before successfully doing effect, we must comply with the requirements of the majority.

4.5 Definition of Law A set of legal rules to govern / regulate how people should act in their relationships in a society.

- Main Sifat-sifat/ciri-ciri law:• Consistency• Universal (Universal)• Issue (published)• Received (accepted)• Effective (enforced)

- Supported by a framework consisting of the following social institutions (Figure 4.1):

• The legislature (legislature) - enacted legislation• Attorney and his assistants-law explained• Courts and regulatory agencies - interpret the law• The police force - to enforce laws

4.6 Relationship - Overlapping with moral standards - 3 different situations between law - Being negative, positive and moral standards law and - Being later than moral standards. Moral standards

4.7 Creation - Through a process as follows:I law. Individual process - based on norms, beliefs and values.ii. Group process - based on the contexts of culture / religion, social / political and technology.iii. Social process - based on the relationship / communication with a larger group.iv. Political process - based on the institution (formation) of the law.

4.8 Conclusion - 'Rule of Law' as a basis for making moral choices, ie whether the law can actually combine the personal moral standards to become a universal law?

See Figure 4.5:

• Standards of morality is based on incomplete information.• moral standards weakened when split into small groups• moral standards may not be communicated due to the influence of large organizations.• Laws that set moral standards may not accurately.• The law is incomplete / inaccurate, so it requires courts / agencies to interpret / explain.

5 topics Organisation Approach Towards Improving Ethical Behavior

5.1 Improving the atmosphere Ethics in Organizations

Ethical protection measures:

5.1.1 Code-statements about norms and beliefs of an organization:- Norma refers to behavior standards- Belief refers to standards of thought

- Proposed, discussed and explained by senior management, and published / distributed to members of the organization.

- Does the Code of Ethics successful?

5.1.2 The Ombudsman - a respected senior officer and was on duty employee career counseling, organizational issues and ethics.

- Does the ombudsman system work?

5.1.3 Hotline Ethics-line communication for employees to report ethical issues management or co-workers without their names known

Ethics Training 5.1.4 - Features of effective training:• Linked to the real situation experienced by workers as well as the ethical solution may be achieved• Coach on the staff of the firm's policies and expectations, laws and regulations, as well as general social standards• Awaken the staff about the resources and facilities, support systems and personnel can assist in providing ethical and legal advice

- 3 goals ethics training:o Identify situations that require ethical decisiono Understand the values and culture of the organizationo Workers evaluate the impact on the firm's ethical decision

5.2 Structure of the - Cause Behavior Unethical- Examples of scams / fraud against the government and banks can be seen in large companies such as Geberal Electric, General Dynamics, EF Hutton and Company Division of ITT Thorp.

"Managers of these companies have been cheating the government, banks and customers. However, they do not benefit directly from their unethical behavior. It is not because of dishonesty treatment does not involve any payment, gift-giving holiday or other gifts. However, these individuals have benefited indirectly. Therefore, it is important to understand these indirect benefits because it is the cause of the occurrence of the structure of unethical behavior in organizations. "

There is a problem in the nature of diversity and structural parts of large companies today where power management is more decentralized and handed over to the managers in charge.

- The problem with the parts and the decentralization of the organizational structure:

- Part of a separate / isolated resulting in the inability to use the relationship between parts to achieve economies of scale and scope.- Decentralization resulted in less control of corporate managers on the parts.

5.3 Solution - No system is perfect, there is no solution Tells problem can ensure it is received by all parties Structure in - Ethics management arising from the conflict between performance No behavioral economics with social performance; Ethical - Managers concerned with economic performance because of the timetheir future depends on economic considerations

5.4 Responsibility - Making ethics as part of the process strategic planning manager ethics - Owns the character / personality strong to face the issues and be able to appreciate that there are costs to a moral choice

Courage to evaluate next-willing to sacrifice / bear these costs, based on economic considerations, legal and moral.

Topic 6 Social Responsibility and Organization

Introduction Social Responsibility-Definition - a set of responsibilities / duties must defend the organization, spread and practice in the communities where they operate.

See Figure 6.1.

6.1 History Responsi-i. Entrepreneurship Era (1800s-1930) Social Responsibility - Important relationship between business, government and society began to be certified: that the business community has a role other than to maximize profits.- Approve legislation to regulate business practices.

See Table 6.1 for examples of the practice.

ii. Depression Era (1930-1960)- The power and influence of large organizations and unscrupulous practices resulting stock market crash in 1929.- Laws passed to protect investors and small businesses.- The government's new action claiming that the organization plays an active role in improving the general well-being.

iii. Social Era (1960s)- The era of social unrest, civil activists and protest movement against the Vietnam War

- Public opinion are stridently against the values, priorities and goals of the National- Declaration of 4 user rights by J. F. Kennedy:• The right to use products that are safe• Right to be informed about relevant aspects of a product• Right presenting complaints• The right to choose what they buy

6.2 Scope of Responsibility i.Konstituen - parties directly affected as a result Social practices of the organization and have an interest in its performance. For example, the government, creditors, suppliers, employees and investors.

ii. Natural environment

iii. Welfare / general well-being of society

6.3 The arguments supporting arguments: Support or a.Perniagaan a problem, then they Protest should help solve it. Corporate Social Responsibility as a citizen b.Badanc.Perniagaan has the resources to solve the problem.social d.Tanggungjawab can increase profits.

The arguments object:a.Tujuan business is to generate profit to the owners, not social responsibility.b.Penglibatan business in social programs will give too much power to business.c.Potensi conflict of interests.d.Perniagaan no / less expertise to manage social programs.

6.4 Four Approaches / Social i.Halangan-Doing as little as possible, Organizational level not admit or hide malpractice in Responsibility Social ii. Social Responsibility - Do only to the extent required by law, no more than that.

iii. Social Responsiveness - Do the things beyond the requirements of law or ethics.

iv. Social contributions - Looking for opportunities to proactively contribute to society.

Government 6.5 - see Figure 6.7. Responsibility Social

6.6 Influence How the government can influence the organization:-Through direct government-led regulation, monitoringand control what is allowed or prohibited, such as:

• Protecting the environment• Protect consumers• Protect workers• The securities laws (such as ownership, security, security)

- Through indirect rule, such as:• tax law as an incentive to influence the direction of organization expenses

6.7 Influence Organisations influence government through:• Personal contacts - social interaction and networking• Lobbying - individuals / groups try to influence legislation• Political Action Committee - collect and distribute money to political candidates (in the United States particularly)• Assistance ('favors') - use the influence of the assistance given to get support.

6.8 How Organizations formal approach: Liability Manage-- Legislation - comply with local laws, Social Responsibility: state, federal and international levels. Reach Compliance - Ethics - comply with basic standards of ethical behavior Ethics - philanthropic contributions - grants / gifts in charity programs and activities.

Informal approach:- Leadership and organizational culture - building a culture of responsibility and leadership to explain social organization in order to be incorporated by members of the organization- Support the whistle blowing - Workers uncover misconduct (that is unethical or unlawful) in the organization to the public authorities and the media.

6.9-Assessing Liability - Guidelines or the Code of Ethics Social Responsibility

6.9.1 Corporate Social Audit - Refers to a formal and comprehensive analysis of the effectiveness of a firm's social performance.- A tool / method to assess social responsibility-Step by step:- Analyze the resources allocated for each goal- Describe how these goals achieved- Propose the things that need extra attention

- Social audit can be viewed debagai a process to evaluate and report on the performance of the economy, law and philanthropy firm in terms of social responsibility.

View summary of ISO26000: 2010 as a guide and promote their organization performs better than that required by law.

Other methods listed:- Triple Bottom Line- Six-Sigma- Balanced Scorecard

The benefits of social audit:• To achieve the best performance of social• To facilitate the improvement and organizational learning• To improve stakeholder relations through dialogue• To help identify potential risks and liabilities• To menkoordinasi program throughout the organization• To enable the organization to assess its impact on the environment, the community and society

Social Report - can be guided by 'The Global Reporting Initiatives'- The benefits of social reporting• Improve management of reputation• Promote accountability• Increase transparency

Stakeholders and investors will be able to make better decisions on whether an organization is achieving the goals according to the values set as significant.

7 the topic of Corporate Governance

7.1 What is Corporate Governance?• It is a formal system of supervision, accountability and control over the decisions, operations, and corporate actions that must be present to get a much needed commodity corporations, namely: the continued belief.

7.1.1 Components of Corporate Governance• Supervision - Examine and consider risk management decisions to avoid mistakes.• Akauantabiliti (or accountability) - Ensure that management decisions in accordance with the mission and vision, as well as the promises made to the people, to avoid the lost trust.• Control - the audit process and improve the decisions and actions of the organization, in which the

actual performance will be measured against a budget, standard or goal.

7.2 Corporate Governance Perspective• Two perspectiveso Perspective shareholders Shareholders are the owners of the company The company should be held accountable by shareholders and dipertanggungajwabkaan other stakeholder interests are secondary

o Perspective stakeholders The decision / action will affect the company's stakeholders, and vice versa Example - In the case of 'insider trading':• Shareholders loss• Workers lose jobs• The customer receives poor service• Disability support worker / loyal customers

7.3 Corporate Governance Task With Top Managers• The responsibility of corporate governance lies in upper managemento Board of Directors and senior management is entrusted to take care of their loyal and place the best interests of the company.7.4 Corporate Governance Learning Needs• It is the company's corporate responsibility to implement practices that are considered appropriate• misconduct incidents expose the company to the attention of all parties, including potential investors, government, media and industry (other than shareholders)• States can not allow their reputation as well as their support for the affected in a fierce competition

7.6 Malaysian Code of Corporate GovernanceThe Commission is the government agency that protects the rights of shareholders to ensure that:• The stock market operated fairly• Information supplied complete investment

Coordination functions of the Securities Commission - see Table 7.3.

Malaysian Code on Corporate Governance, 2000 (revised 2007) aims to achieve the optimal governance framework and is divided into two parts - First, the principles of corporate governance and second, best practices in corporate governance. It consists of three things:

• Director - the appointment, formality and transparency• Shareholders - highlighted information to make investment decisions as well as the annual general meeting• Accountability and audit - a reference to the internal control and audit

Adherence to the code is not a mandatory thing, but to encourage flexibility and self-control. However, the company should inform the ways it has complied with the code.

There are TWO other organizations that support the best practices of corporate governance in Malaysia radbir:i. The Malaysian Institute of Corporate Governance (the Malaysian Institute of Corporate Governance) - Promoting best practice corporate governance and development through continuing education programs for directors, chief executive officers, company secretaries, etc.. See Figure 7.4.

ii. The Malaysian Institute of Chartered Secretaries and Administrators (Institute of Chartered Secretaries and Administrators Malaysia) - Produces a qualified company secretary and professional, and maintain the highest level of integrity and ethics profession the members. See Figure 7.5.

7.7 The corporate governance for the Future• Corporate governance will be an important part of corporate management. Thus, the benefits of good practices of corporate governance in the following aspects need to know:

(A) the involvement of the Board of Directors(B) Perform a self-assessment(C) Enhancing the role of the nomination committee(D) a clear description(E) The shift to stakeholder model(F) Conduct training and seminars(G) Support the management of larger(H) The shareholders and stakeholders better informed(I) greater government involvement

8 topics Moral Dimension A Dimension-Economic System

8.1 Economic systems provide facilities for people to get the resources, exchange and distribution of goods and services. An economic system that has high moral values are:

• Justice in reaching the sources, the exchange and the distribution of goods / services• Prohibit the existence of false barriers, such as discrimination, which interferes with the public to get resources.• Ensure that there are not those who monopolize most of the sources are not fair - everyone deserves a fair source.

8.2 Employment and - The importance of employment to: Wages - the employees - to meet their needs.

- The employer - employee interests, reduce staff turnover, gain loyalty, maintain / increase productivity.

- Moral issue - Abuse in management practices, resulting in injury or injustice to the employee

8.2.1 Moral Rights - Depending on the economic system, such as: For Granted - capitalist (free market economy) or Jobs? - Socialist / Communist (command economy)

- Under the capitalist system:- Employers are not obliged to take any minimum number of employees. Employees can not claim that they must be employed.

- Employer's right to take appropriate employee according to their efficiency.

- Through the democratic process, people can choose where the economic system they want.

8.2.2 Acquisition - discriminatory practices based on race, gender, age, religion Workers In - There are different views between: Fair - moralists Immutable Laws- Utilitarian- Cultural Relativism

8.2.3 Action - Affirmative action - provide opportunity for all, without Affirmative / race, gender, age or religion. Service - Special service - take or give preference Special (eg promotion) to minorities, compared to non-minorities.

8.2.4 Wages - How much pay is appropriate?- As much as necessary to attract and retain productive workers.

- Ensure that a minimum standard of living but satisfactory.

8.2.5 Payment Wages - Principles of equal wages for equal work: Same for - Those who do the same type of work should Work paid the same wage Same - Employees who can do the job more quickly and efficiently than other employees / new, then they should be given an additional charge.

8.2.6 Payment Wages - Principles of equal wages for equal work: Same for - Workers carry out different responsibilities but Equivalent work requires a high level of education, skills, knowledge and experiences relative (eg

secretary with technicians) should be paid the same salary.

- In addition to the above principles, the moral requirements also require that:

- Consideration should be given to long-term work, risk and physical environment.

- No one should get higher wages or lower based on considerations / criteria that are not relevant, for example, the women than the men.

8.2.7 Distribution - Distribution should be based on: Return /-The ability of companies to manage their resources. Revenue Source-level productivity.

- Manager and employee is entitled to receive the amount / fair division based on their contribution.

- Shareholders have the right to demand return of priority and allocated the largest share.

8.3 Promotion and employee-performance evaluation, promotion potential, and Staging the reward that depends on: Opinion-based supervisors about the quality of work performance assessment, either formal or informal.

8.4 Implication of Ethics - Jobs dignity and self-esteem reflects a person's Rating - Opinion 'boss' of the work done is important Performance - Thus, managers have a moral obligation toproperly implement performance evaluation, because:

• Evaluation of performance, as measured by the opinion of the supervisor, an impact on employees' perception of their self-esteem;

• Performance evaluation is a moral contract - that assess the extent to which workers have reached a standard, and the amount of remuneration to be received.

Table 8.1To ensure that matters of an ethical review process, guidelines

Important in the following must be observed:Assessment-Set performance objectives - Employees should know clearly / precisely the objective that must be achieved and to provide 'input' to the objective;

Get feedback - Employees are entitled to receive feedback on their performance - if informed only at the end of the period is not fair;

-Use a valid criteria - Performance should be measured using valid criteria;

-Provide important information regarding the staff - Supervisors should provide sufficient anecdotal information about the performance or failure of the employee;

Right-improvement - Supervisors should inform employees if their performance weak / poor, and provide counseling, guidance and training so that they can improve themselves.

9 topics Workers and Working Conditions

9.1 Respect for Rights - States have the right to protect themselves from Privacy fraud, loss of proprietary information, confidential Trade workers, or any threat to their facilities, employees, customers and the public - in which employees could potentially be the cause. Therefore, employers will conduct:

• Tests of pre-employment (eg, polygraph tests and other candidates to detect cheating workers - now the test is wrong in law)• Monitor / curb employees' personal lifestyles

- How can managers violate our personal lives in order to protect the company's interests?

- Does the company's rights to protect their interests prevail employee privacy rights?

9.2 Abuse - Conditions to be observed as a moral justification for Danger of material substance abuse testing to detect danger:

• For prospective employees, the company must ensure that:

- Test is accurate. If there is drug use, it must have a valid doctor's prescription.- The test results must be kept confidential.

• For existing employees, the test should be based on:

-Supervisors should be trained to use the proper techniques to detect abuse.-Carry out test 'after it the fact', ie after the occurrence of a work-related accident, harm to others or damage to property, involving the employee.

• random testing of all employees (ie, the kind of high-risk job security) can be supported if:

- Company and employee suspects have valid information that the employee involved;

- If there is statistical evidence that drug abuse among employees is significant;

Principles 'Cause PMP' (most likely reason), where the test can only be conducted if there is valid information that drug abuse has resulted in decreased work performance. Morally, all employees should not be exempt from selected to undergo testing.9.3 Ill-manager / 'boss' furious, scolding, threatening and Employees insulting employees, if the employee refuses to:• Falsifying accounts to give the false impression that the financial position syarirkat strong.• Treat sexual harassment.• Avoid discharge of the jury or lying in the courts on behalf of the company.

- Every person is entitled to have a good public reputation, peace of heart and do not face any legal threat.

10 topics Loyalty to Employer Company

10.1 Fidelity - When a person is employed, then it should be loyal to the employer. In certain situations, employees have remained loyal, even after leaving the company.

- Loyalty is something that is appreciated and expected by employers of their employees.

-It is the moral responsibility of the employee to:• Completing the task in accordance with the appropriate level of competency;• Comply with lawful orders of his superiors;• Keep your company information and trade secrets;• Avoid behavior / action which is contrary to the legitimate interests of the company.

- Employees who violate the above conditions can be disciplined or fired.

Whistle Blowing 10.2 - Means accusing colleagues, supervisors and / or managers have acted / happening immoral or illegal, such as:

• Falsification of accounts, taking bribes, using company resources for personal gain, stealing ownership / property company, run part-time job outside the knowledge of the company.

10.2.1-blowing allegations made by means of internal channels Whistle of the report to the supervisor / superiors. InternalDoes an employee have a moral obligation to blow the whistle internally?

The answer is yes, after the following conditions which allowed the internal whistle blowing morally justifiable (see Table 10.1):

• When the clear and evident that the item will bring significant consequences to the company.• whistle blowers have been identified and have accurate facts.• Whether the top management has been informed of the misconduct.• Confident that blowing the whistle will be able to prevent / stop the misconduct.• adverse consequences to the reputation and prospects of whistle blowers should be considered first.

• Whether the misconduct may be able to be stopped through the reprimand Scara continue to perpetrators.

10.2.2 Means blowing-off report misconduct to the company,Whistles such as the media and the authorities.Outside- The conditions in which the external whistle blowing justified as morally justified and is ALL SIX internal whistle blowing conditions, ADDED to the following conditions:• Efforts have been made to report misconduct by internal channels.• The situation clearly shows that agencies such as the auditors nor the other bodies are not able or not willing to report the misconduct.• Improper conduct detrimental to the concerned shareholders, employees or the general public significantly.• disadvantage as a result of whistle blowing should be commensurate with the disadvantages due to misconduct.

Do employees have a moral obligation to blow the whistle externally?• Employees who have a greater responsibility in the operation of the company, the greater the moral obligation to blow the whistle.• Supervisor / manager responsible for failing to prevent such misconduct.

10.3 Moral Grounds For Dismissal can be justified if the whistle blower: Dismiss Blower

-Deliberately lying about misconduct cases, by blowing up the case to give a more serious than it actually is.-Blow the whistle in retaliation against an employee or supervisor-As a protest against the company's policy-Aims to damage the reputation of the partners jointly pursue promotion.

Dismissal can not be justified if:

-Workers have been blowing the whistle to prevent dire consequences.Companies want to take revenge on whistle blowers.

10.4 One interpretation of Loyalty has its limitations, NOT mean that we should Loyalty conceal serious errors or misconduct of law.An attempt to cover / obscure misconduct or acts of serious harm is a failure to fulfill its obligations.