Essays on Utilising Appreciative Inquiry in Creating a Shared Meaning of Ethics in Organisations Annotated Bibliography

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The paper "Utilising Appreciative Inquiry in Creating a Shared Meaning of Ethics in Organisations" is a perfect example of management annotated bibliography. As already learnt in the lectures, ethics management and various related ethics intervention in any organization is very essential, the article chosen here evolves this subject onto an illustrated platform. It has been arguing here that merely forced intervention by management towards internal stakeholders i. e. employees to comply by the ethical norms and standards may only propagate compliance with rules and regulations. This type of intervention may not necessarily be sustainable in nature and also do not give the internal stakeholders and opportunity to be a part of the ethical drive.

Instead, the article proposes an alternative approach towards developing ethics within an organization through Appreciative Inquiry which ensures the development of the shared meaning of ethics. According to the author, a risk management assertion, which is intently aligned with the corporate governance concept, is an important driving force for ethics management efforts. Organisations' accountability with regard to risk has evolved with the shift from a linear (financial) bottom-line reporting to triple bottom line reporting.

Triple bottom line reporting requires boards to report on companies' economic, social and environmental foresight and accomplishment (Good Corporation, 2004; IoD, 2002). Another name accorded to this AI approach is also a problem-solving approach. An important consequence of using the same is a prevention unethical behaviour due to factors external to organisations since the internal stakeholders who intend to safeguard their interests apply pressure on the organization to preclude negative risks of ethical hazards. Hence, it can be summarised that AI requires a collaborative approach with an aim to create an ethical future through positive participation and dialogue. Article 2: The Relevance of Theories of Political economy to the understanding of financial reporting in South Africa: the case of value-added statements (Staden, 2003) This article has an international reference to the political hegemony structure of South Africa where a major political change also widely affects the role of organisations there.

Existing power structures are and a related discussion on the publication of the value-added statements published in South Africa sheds light on the power equations existing there. This is of interest to us because the political establishment also acts as an organization and a study of their unique feature may bring in several new insights to our existing study on power and hegemony. Article 3: Similarities and differences in employee motivation viewed by Korean and Japanese executives: an empirical study on employee motivation management of Japanese affiliated companies in Korea (Usugami & Park, 2006) This is yet another international study which effectively demonstrates the necessity of motivational as well as hygiene factors as studied in the lectures under Herzberg Theory (1966, 1968) and the resulting employee motivation in the Japanese and Korean employees.

The major aim of the authors in this study is to identify the gaps in employee motivation which lead to mismatched human resource management. They emphasize that in various studies such as for instance Park et al (2003), the employee skills, employee attitudes and employee motivation are identified as a mediator role between human resource systems and valid performance in all corporations.

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