The paper "Rewarding Ethical Behaviors in a CPA Firm" is a perfect example of a case study on management. Rewarding and ethical behaviors work hand in hand and it is, therefore, necessary for every firm to reward its ethical employees (Johnson, 2007). The first step in coming up with a reward program is letting the employees understand all the rules of the CPA firm. The communication policy should be effective so that all the employees understand the rules. The following crucial ethical behaviors should be prioritized -:
• Maintenance of confidentiality
• Avoidance of conflicts (Johnson, 2007)
These key ethical behaviors should be summed up with the company’s ethical requirements so that employees can know precisely what is expected of them. Most ethical behaviors are observable and can be tracked. The firm should select a team that will be in charge of monitoring ethical behaviors among the employees. The team should not be known by the employees. The employees should be aware of the reward program, and its standards should be high. The ethics reward program should be linked up with other company values such as teamwork and communication. This will ensure that the ethical reward program does not distract the normal operations of the CPA firm. The reward program should not be necessarily monetary. Linking it with aspects such as promotions is highly recommendable and can yield good results. For the reward program to be effective, non-ethical behaviors should be punishable (Johnson, 2007). Punishing unethical employees will help reduce cases of unethical behavior and will, in turn, promote ethical behaviors. The reward program should be continuous so that a culture of good ethical behaviors is eventually developed (Johnson, 2007).
In conclusion, a reward program should begin with making the rules and ethical expectations of the firm known to the employees. High ethical standards and good rewards should be set and communicated to the employees. A monitoring team should be developed. Unethical behaviors should be punished. The reward program should appreciate other aspects of the organization. It should be continuous so that a culture of ethical behaviors is eventually developed.