Ethical Dilemma

1869 Words 8 Pages
Ethical Dilemma in Staff of PUSKITA:
Dispositional and Situational Views of Integrity

The advancement of information technology and the increased complexity of business activities make some organizations put more work pressure on their employees. This is also the case for employees who work for the Centre of Analysis for International and Inter-institutional Cooperation (PUSKITA), Ministry of Marine Affairs and Fisheries (MMAF) of the Republic of Indonesia Many staff feel overworked because long hour work has been embedded in the organization climate. This raises an issue of ethical dilemma. On one side, staff try to give their best to the organization. But on the other side, they feel that their personal lives will be ruined.
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The content of these stages provides people with reasons for determining the right thing to do. They are to avoid punishment from the superior power of authorities, to satisfy one’s own and other people’s interests and needs (an exchange), to fulfill the expectation of being a good person by maintaining rules and authority, to fulfill one’s duties in and maintain the existence of organizations, to be obedient to the law as a part of society and to believe in universal ethical principles (pp. 62-64). These reasons show the combination of and interaction between personal/dispositional (one’s own interest and a belief in universal ethical principles) and external/situational factors (social expectation, organizational settings, and rules and regulations) which form the moral judgement of …show more content…
It was the time when staff started hoping that the implementation of merit system and performance-based assessment along with the reward and punishment system would bring an improvement of the working system, their performance and well-being. However, the implementation has not yet brought a significant impact on most of lower-level staff like the writer because the working condition remains the same, namely overworked, if not even worse. It is because with the introduction of the reward and punishment system, staff is required to perform well at whatever expense. On one side, MMAF implements zero tolerance to staff for being late to arrive at the office at 7 am when the official working hours starts until 3 pm. The presence machine will shows the time of late arrival. The punishment for late arrival is the reduction of performance allowance based on the percentages of minutes-ranges. This becomes a concern for staff because performance allowance is meaningful for them considering their low salary. The amount of full performance allowance is based on the positional grade. On the other side, although staff work until late or on weekend either at the office or from home, they usually do not receive any allowance for their effort. This is informally considered as obligatory as my echelon II said “you have to be ready

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