Chapter 6:

Values, Work Ethics and Discipline

in Public Administration

KLB 2213: Introduction to Public Administration
Introduction
In serving the public interest and maintaining the
public trust, public administrators must:

Uphold the values of society
Act responsibly

The public interest is the guide for administrative
decisions

Decisions are made based on the best interests of the
collective, overarching community or national good
not narrow interests of small or self-serving groups

Ethical Problems for Public Managers
Conflict of interest
Distorting or concealing information
Misuse of expense accounts, public funds
Taking credit for others work
Giving/receiving excessive gifts and entertainment
Misleading statements to superiors
Kickbacks
Political favors
Abuse of power
Drug and alcohol abuse
Employee theft
Discrimination
Sexual harassment

Ethical Practice is Necessary in
Public Administration
What is Ethics?
The analysis of what is morally good, bad, right, and wrong
public managers can make decisions and judgments that are fairer,
more assured, normative, publicly defensible

Ethical analysis looks at values
things considered to be important, the criteria used for making
decisions

Two types of values
Goal values what you want to achieve
Conduct values the way you get there
Goal Values What You Want to Achieve
Ethics of outcomes

In public policy and administration, often refer to the utilitarian ethic
Utilitarianism = The greatest good for the greatest number

Views social value as the total of everyones expected value for some
alternative outcome

Used in public affairs often because easier to think about, justify, and
pursue than other ethical approaches

Sometimes utilitarian goals easily met, other times can be very
controversial

Conduct Values The Way You Get There
Ethics of actions

Right or wrong decisions depend on conformity with principle

In public affairs, ethical principle = actions become law required of
everyone
Absolutism single, uniform principle is criterion for rightness
Never tell a lie no matter what the circumstances
Do no harm
Treat others like you want to be treated

In some cases absolute conformity with a principle is possible and
works well,
but there may be multiple worthy principles
Contradictions and loopholes among principles can emerge
Ethics in Administration: Who Guards
the Guardians?
Public administrators are responsible for serving the public interest and
guarding the public trust

But who guards them?

Public managers, administrators, and the permanent civil service make
many decisions with major impacts for the public and individual welfare

However, they are not elected by the people

Ethical practice is therefore vital

Misconception of public interest
Corruption
Misconception of the Public Interest
Can happen in public administration because

Administrators may not be a representative sample of the public at large
Social class affects perception of people, their problems, and their
wants/needs

Administrators are experts
From their specialization, may develop a narrow outlook on public interest
Their expert view is most important, others views less important
Lack of consideration for alternative solutions, even if legitimate or dominant


Bureaus can be captured by client interests
Close association, information, expertise, and personnel sharing
Serve interests of clients the regulated community instead of public
interest

Corruption
Betraying the public trust to achieve private gain

Abuse of power through ability to make rules and decisions

Public administrators have something to allocate that others want

Worldwide phenomenon, seriously limits the ability and credibility of government

Political systems cannot function without exchange and bargaining
Support for your party partly to receive its support
Support for legislation in parliament so that it will support yours

All countries have norms and values that determine legitimate political exchange
Ill reduce your taxes if you vote for me OK
Ill give you $100 if you vote for me Illegal

Corruption vs. Civic Culture

Civic culture promotes community interests over private ones

Sees government as impersonal
Government is not an instrument for giving and getting
special favors
Trading votes for money and jobs is corrupt
Offering money to get licenses or contracts is corrupt
(bribery)
Government s job is to advance the general welfare
Contracts, licenses, jobs, and other benefits are allocated
impersonally based on merit, worth, and community-
regarding rules
Rules and benefits are applied irrespective of party affiliation

Political exchange is necessary but must align with civic culture

Public Administration
Perspectives on Ethics
Managerial Approach to Ethics
Assignment of authority and responsibility must be clear
Hierarchy with ideally single official at the top
This way decisions wont get confused

Subordination
Subordinates must obey the commands of their superiors
Street-level bureaucracy is problematic

Loyalty
Organizational socialization promotes importance of the
mission creates unity and cohesion in the bureau
Continuing to develop expertise and specialization makes
employee non-transferrable

Managerial Approach to Ethics
Formal disciplinary systems
Codes of conduct to enforce accountability
Rules
Use of agency authority and property
Timeliness
Even personal details
Ethical behavior means staying out of trouble

Financial audits
Ethical use of public funds
Inspectors general report to Congress, investigate if
program funds were used as intended by the policy in
terms of performance, management, and reporting
Political Approach to Ethics
Representation and accountability are key factors

Representation, public participation
Diversified, pluralist civil service represents values/perspectives
The public/groups can participate in administrative procedures

Sunshine laws
Accessibility, open hearings, Freedom of Information Act

Rotation in Office
Move civil servants between agencies, bureaus or in and out of public service, develop a
broader sense of public interest so hopefully will not misinterpret

Legislative oversight
Committee, subcommittee hearings, confirm appointees, require administrators to
follow process, elected officials need to have oversight: public chooses them and can
hold them accountable
Legal Approach to Ethics
Courts have helped to define ethical values in public administration by creating a legal regime

Internalized by public administrators
Presidential Oath: To preserve, protect, and defend the Constitution of the United
States of America
Uphold Constitutional law and its values

Per the courts, public administrators can legally disobey unconstitutional laws
Protection in whistle blowing situations

The legal approach sees the Rule of Law as a standard for ethical conduct

Legal approach uses independent counsels and investigators against the government when
necessary

Law must be clear and consistently enforced
New Public Management (NPM)
Approach to Ethics
Sees ethical safeguards advocated by managerial approach as impediments to cost-effective
government

Favors external oversight of the bureau by the legislature

Opposes much internal oversight
Employees can be trusted, let them do their job
The majority of government workers are not corrupt
Lack of trust binds employees in rules that undermines their initiative and
entrepreneurialism
Too much focus on rules

The ethical view of the NPM is based on trust government should trust the people
including its own employees

US Constitutional checks and balances devised because of awareness of self-interest and
corruption

NPM view is very different from this



Effort to Prevent Corruption
Controls on Government Organizations
External Internal
Formal
Judiciary
Ombudsman
Legislature
Agency head/inspector general
Whistle-blower statutes
Informal
Citizen participation
Interest group representation
Media
Professional codes
Representative bureaucracy
Public interest
Ethical analysis
Relationships
Controls
Framework for analyzing controls on Government Organizations
Diagram: The development of Anti-
Corruption Laws in Malaysia
The
Prevention of
Corruption
Ordinance
(1950)
Prevention
Corruption
Act (1961)
The
Emergency
(Essential
Powers)
Ordinance
1970
Anti
Corruption
Act (1997)
Malaysian
anti-
Corruption
Act (2009)
Note: An Example of Combating Corruption Initiatives in Malaysia
Sources: http://ideas.org.my/wp-content/uploads/2012/11/Anti-Corruption-Initiatives-Nov-2012.pdf
Diagram: The development of Anti-
Corruption Agency in Malaysia
Corruption
Prevention
Unit (1959)
Anti
Corruption
Agency (ACA)
1967
National
Bureau of
Investigation
(1973)
Anti
corruption
Agency
(1982)
Malaysia Anti
Corruption
Commission
(2009)
Note: An Example of Combating Corruption Initiatives in Malaysia
Sources: http://ideas.org.my/wp-content/uploads/2012/11/Anti-Corruption-Initiatives-Nov-2012.pdf

Thank You