Enforcing Administrative Ethics
Bibliographic Data
| ID | 9770567 |
|---|---|
| Authors | Mark W Huddleston (corresponding author), Joseph C Sands |
| Year | 1995 |
| Volume | 537 |
| Issue | 1 |
| Pages | 139-149 |
| Publication date | 1995-01-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | The Annals of the American Academy of Political and Social Science (JOURNAL) |
| Journal identifiers | ISSN: 0002-7162 • E-ISSN: 1552-3349 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0002716295537000012 |
| OpenAlex | W2122885599 |
| Language | EN |
| Citations received | 5 |
| References cited | 2 |
In seeking to maintain high standards of ethical behavior by public administrators, agencies rely on a wide variety of enforcement mechanisms. These fall into three main categories: (1) codes of ethics, including laws, professional rules, and whistleblower statutes; (2) what might be called ethics police, with specific responsibilities to oversee ethical standards; and (3) cultural strategies, efforts to forge organizational climates conducive to ethical behavior. Though all have proved useful in some respects, none can be considered fully satisfactory, at least not in the sense that it alone can be expected to ensure organizational morality. Codes of ethics need to work hand in hand with proactive managerial strategies, which in turn need to be bolstered by external checks on behavior
Business · Enforcement · Engineering ethics · Ethical code · Ethical standards · Law enforcement · Legal Ethics · Morality · Political science · Public relations · Sociology · Statute · Variety (cybernetics · Work (physics · Computer Science · Engineering · Ethics in Business and Education · Law · Legal Education and Practice Innovations
| Citations per year | 0.19 |
|---|---|
| Citation span | 2000 - 2009 (10) |
| Highly cited | No |