1.0 Introduction – Today’s Modern Workplace society :

Today’s companies operate in a demanding environment: competition is

Intensifying with globalisation. The pace of technological change is fast and consumers are

increasingly demanding. The tools for success through this are innovation, investment, good

business practices, a skilled and motivated workforce and an ability to draw on a flexible and

fair labour market.The successful ones all have a passionate commitment to quality, to

innovation, and above all to the people they employ. Such companies like Toyota, British

American Tobacco, Microsoft, IBM, Ford, Etc are quite well known to us.

The commitment to employees takes different forms, from quality circles to a more wide-

raging “ partnership approach”. Significantly most companies have found out that a more

effective partnership approach results in a higher productivity from the employees and as

well as maintains a profitable and peaceful working environment in the company.

Managements over the years have found out that it can be a highly effective way of running

a business to its own benefit and to the benefit of employees.

Firstly, Maintaining a Good communication with employees is a common characteristic of all

such approaches. A modern forward-looking business does not keep its workers in the dark

about important decisions affecting them. It trusts them and involves them and strives for

leadership at all levels. 1

1.1 A Modern Workplace society – A partnership Approach

Management :

In the recent years there has been many changes in business approaches, organizational

development, management, and consulting and day by day we are shifting towards a very

different world.  In the new world, we speak of pro-active, “empowered” workers, “knowledge

workers” who add value by being change-agents.

Eisler (1987, 1995, 1997, Eisler & Loye 1998) have addressed some issues related to the

modern workplace by identifying two contrasting models of social systems: the Dominator

1 Patricia Hewitt, HIGH PERFORMANCE WORKPLACES, The role of employee involvement in a modern economy, July 2002,

Website - http://www.bis.gov.uk/files/file26555.pdf, archived on – 21-02-2012.

Model and the Partnership Model. Dominator systems are fear-based, characterized by rigid

hierarchies of domination, where power is equated with giving orders that must be

obeyed, a high degree of institutionalized or built-in violence, male domination, and a lesser

“soft” or stereotypically feminine values. Where as, Partnership systems are trust-based,

flexible hierarchies of actualization, where power is guided by values 2such as caring and

caretaking.

The shift to partnership systems is essential if we are to bring about the

changes in organizations and society at large needed for the 21st century, That is

maintaining A ethical, and healthy workplace. There will inevitably be changes. But unless

the values and organizational framework are addressed , there will be no systemic

change in the direction needed.

So the Benefits of a modern workplace can be summed up in the diagram below :

2 The Partnership Organizat ion:  A Systems Approach, http://www.partnershipway.org/learn-more/articles-by-riane-

eisler/economics-business-organizational-development/the-partnership-organization-1, Archived on – 21-02-2012.

2.0 A modern workplace is a Socially Responsible and an Ethical

Workplace:

Organizations nowadays are being called upon to take responsibility for the ways their

operations impact societies and the natural environment. They are also being asked to apply

sustainability principles to the ways in which they conduct their business. It is no longer

acceptable for a corporation to experience economic prosperity in isolation from those

agents impacted by its actions. A firm must now focus its attention on both increasing its

bottom line and being a good

corporate citizen.

2.1 What is Organizational Ethics :

Organizational Ethics or in other words business ethics considers the ethical relationship

between businesses and consumers, between businesses and their employees. Some

organizations see the main purpose of business is to maximise profits for its owners or its

shareholders.Others consider that businesses have moral responsibilities to their

stakeholders; Including employees, consumers, the local community and even society as a

whole. Other ethicists have adapted social contract theory (based on the ideas of John

Rawls in his A Theory of Justice) to business, so that employees and other stakeholders are

given a voice as to how the business operates. However, this view is criticised as

businesses are property, not means of distributing social justice.

Organisations like The Body Shop and The Co-operative Bank have led the way and brought

business ethics and social responsibility into the public eye and onto the business agenda,

championing key issues such as human and animal rights, fair trade and environmental

impact. Consumers now expect businesses to be socially responsible, and businesses are

increasingly thinking about what they can achieve by putting the power of their marketing

behind some key social issues so that they can help make a positive social difference.

However, business ethics is not a simple as it looks as there is no longer one agreed moral

code and multinationals operate in different parts of the world, employing and serving people

from different cultures. Profit will still be the main motivating factor for businesses and this

affects all the people who work there, generating Its own culture with its own standards, so it

becomes difficult for individuals to stand up against any attitudes and decisions they

disagree with.

All these issues pull businesses In different directions, so that many now set up their own

ethical committees. Businesses that get caught acting unethically are publicised in the press,

and pressure groups that oppose the activities of certain businesses are better organised,

better financed, and so better able to attack such businesses. An extreme example of this is

Huntingdon Life Sciences in Cambridge where the Animal Liberation Movement set up a

splinter group called SHAC (Stop Huntingdon Animal Cruelty) which started an international

campaign to close the company down, often using ethically dubious methods; threatening

employees and employees of shareholders and banks. The opponents of this business

understand business and its weak points very well as the company nearly went Bankrupt,

however, the company changed tactics, the public reacted against the extreme methods of

SHAC, and in 2007 reported a 5 per cent increase in profits, leading the managing director

to plead with the banks to no longer treat the business as ‘radioactive’ (Financial Times, 16

September 2007).3

2.1.1 Basic elements of an ethical organization

There are at least four elements which exist in organizations that make ethical behaviour

conducive within an organization. The four elements necessary to quantify an organization's

ethics are: 1) written code of ethics and standards; 2) ethics training to executives,

managers, and employees; 3) availability for advice on ethical situations (i.e, advice lines or

offices); and 4) systems for confidential reporting

Good leaders strive to create a better and more ethical organization. Restoring an ethical

climate in organization is critical, as it is a key component in solving the many other

organizational development and ethical behavior issues facing the organization.

2.2 The Relationship between Business and Consumers :

Customer rights like quality, safety, price and customer service were once the most

important ethical concerns in business. But consumers nowadays expect businesses to

3 15 Environmental and Business Ethics, religious-15-c 11/4/08 14:22 Page 222, website -

http://cw.routledge.com/textbooks/9780415366311/resources/chapter15.pdf, archived at – 23rd February 2012.

demonstrate ethical responsibility in its widest sense – affecting the treatment of employees,

the community, the environment, working conditions etc. Some companies have been the

focus of consumer criticism and forced to change their practices – Shell over Brent Spar and

Ogoniland, Monasato over GM food; Nike and Gap over child labour.

Shell eventually had to bend down to consumer pressure and did not sink the Brent Spar,

and Nike now monitors its factories following the BBC Panorama programme.

Photo: Protest Against Shell over Brent spar.

One of the very first ethical approaches were made by The body shop, which was pioneered

by the late Anita Roddick. The company became a great success in the middle of 1980s

among the consumers by creating a consumer awareness in how beauty products were

tested on animals and looked for different alternative ways.

However, an ethical business does not need to be at the level of The Body Shop as even

small gestures like participation in community events or collections for charities can improve

a company’s appearance to consumers, making a rise in the company profits.

As a result, we can say that, consumer actions and reactions are very effective. For a

thought – If enough consumers stop buying from a business then the business will be forced

to change or diminish. Therefore some ethical business practices will give a better image to

the company and better sales.4

2.3 The Relationship between Employers and Employees :

4 Refer to Footnote 3.

Much of the employer/employee relationship now consists of them working Together and for

it to be successful there has to be a balance of interests. For instance- the employer wants

to plan for the future of the business, make profits and keep employees motivated, while the

employee wants the best possible conditions and living standards. If employees are unhappy

there will often be high turnover of staff, poor time-keeping and much absenteeism– as a

result of this discontent profits will suffer.

However, relationships between employers and employees do not always work out. The

internet now allows for rapid sharing of information across the world – and multinationals

operate across the world. Whistleblowing is now more acceptable – access to secret

information is now better and it is even protected by law in some countries.

From ‘Deep Throat’ (the codename of the informant in the 1972 Watergate Scandal) to Dr

David Kelly, whistleblowers have risked their lives to tell what they perceive to be the truth

and to make organisations accountable.

The question of whether or not it is ethical for an employee to blow the whistle, especially in

the public domain, raises questions of confidentiality and loyalty – there is no simple answer

to cover all cases. However, neither confidentiality or loyalty imply that the unethical conduct

of others should not simply be reported, especially when product safety or the severe

financial hardship of others is concerned. Whistleblowers often risk dismissal and may find it

difficult to find similar employment in the future, they may be frozen out or ostracised. There

are now organisations to protect whistleblowers such as ‘Freedom to Care’ which promotes

our ‘ethical right to accountable behaviour from large organisations’ and that employees

have an ‘ethical right to express serious public concerns’ in the workplace and, if necessary,

to go public.5

3.0 A modern Workplace is a Healthy Workplace :

The total concept of “workplace Health’ is very much associated with the idea of Healthy

Organization. This in turn led to the development of some basic principles or elements

governing what comprises a “healthy workplace”.  The primary goal is to have healthy

employees making a contribution to the organization within a healthy workplace

environment.  Successful organizations realize that managing health within the workplace is

an important management function that has a direct positive impact on overall achievement.

5 Refer to footnote 3.

 

Generally, when examining the health of a workplace, one needs to look at three basic inter-

connected elements:

3.1 Physical Environment –

Management's new challenge is to create a work environment that attracts, keeps, and

motivates its workforce. The responsibility lies with managers and supervisors at all levels of

the organization. Businesses must step outside their traditional roles and comfort zones to

look at new ways of working. They have to create a work environment where people enjoy

what they do, feel like they have a purpose, have pride in what they do, and can reach their

potential.

Today's workplace is different, diverse, and constantly changing. The typical

employer/employee relationship of old has been turned upside down. Workers are living in a

growing economy and have almost limitless job opportunities. This combination of factors

has created an environment where the business needs its employees more than the

employees need the business.6

The below figure shows how a office design and productivity of a worker are related -

6 Nowier Mohammed Al- Anzi,A study paper on workplace environment and its impact on the employee performance,submitted to the open university of Malaysia.

3.2 Organizational Culture :

Adjusting to the workplace culture, whether in a new company or not, can be intensely

stressful. Making one adapt to the various aspects of workplace culture such as

communication patterns, hierarchy, dress code if any, workspace and most importantly

working and behavioral patterns of the boss as well as the

co-workers, can be a lesson of life. Adjustment to workplace cultures may lead to subtle

conflicts with colleagues or even with superiors. In many cases office politics or gossips

can be major stress inducers.7

3.3 Health Practices :

The workplace has a powerful effect on the health of employees. How healthy a person feels

affects his or her productivity, and how satisfied they are with their job affects their own

health, both physical and psychological. Evidence shows that, when organisations

proactively improve their working environments by organising work in ways that promote

7 Dr. K. CHANDRASEKAR, Assistant Professor, Alagappa Institute of Management,Alagappa University, Karaikudi, India, WORKPLACE ENVIRONMENT AND ITS IMPACT ON ORGANISATIONAL PERFORMANCE IN PUBLIC SECTORORGANISATIONS, International Journal of Enterprise Computing and Business Systems (Online) http://www.ijecbs.com Vol. 1 Issue 1 January 2011.

health, all adverse health-related outcomes, including absence and injuries, decrease. This

makes a strong business case for creating a healthy workplace. This is reflected in the

Government’s Health, Work and Well-being strategy which encourages and supports

employers in initiatives to improve the health and wellbeing of working age people.

3.4 Some key components of a Healthy workplace are as follows –

Component 1 - Awareness and education.

(1) Healthy living posters in the workplace

(2) Health Newsletters

(3) Daily Health Emails.

Component 2 – Behaviour change and skill building interventions .

(1) Special events, challenges and activities such as 10,000 Steps

Challenge, Bike to Work Week, Stairwell Climbing Challenges, 5-10 A

Day Fruit and Vegetable Challenge. Etc

(2) Walking clubs

(3) Tobacco Cessation programs

Component 3 – Health Promoting Environment

(1) Shower and changing rooms, Lockers in the workplace, etc

(2) Flexible working environment and working hours

(3) Employee access to public facilities at reduced rates, eg- Hospitals, clinics,

library, etc.

Component 4 – Capacity Building

(1) Organizational surverys. Example – employee absenteeism.

(2) Employee focus group

(3) Review of statistics on short-term illness, long-term disability, injury,

number of lost days and cost of lost days per employee. These

measurements need to be monitored over the period of time. 8

Therefore some benefits of Health Practices In the workplace would result in –

• Improved productivity and performance

• Reduced absenteeism and other costs associated with ill health

• Fewer injuries, accidents, and insurance and compensation claims

• Improved employee morale and staff retention

• Employees more receptive to and better able to cope with change

• Enhanced business reputation and corporate responsibility.9

Source – Creating a healthy workplace Environment, Workbook, and toolkit, by

British Columbia, ActNowBC.

8 Creating a healthy workplace Environment, Workbook, and toolkit, by British Columbia, ActNowBC.

9 The faculty of public health and the faculty of Occupational Medicine, Creating a healthy Workplace, Website - http://www.fph.org.uk/uploads/l_healthy_workplaces.pdf, Archived on 23rd February 2012.

4.0 Link between Ethics and A Healthy Workplace :

This part of the Research shows how Ethics can be a important part of a healthy

workplace, many workplace disturbances are occurred due to stress, anxiety and

other issues related to ethical dilemmas occurring in the workplace. If the

management encourages ethical attitudes inside the organization, it helps reduce the

stress and many other health problems for the employees.

Workplace Bullies are one of the main reasons of stress and Psychological

Disturbance in an workplace, When identified with clinical supervision, it raises

question on the responsibilities of the supervisor, supervisee, to the employees and

to the management as a whole. Workplace supervision should ideally provide a safe,

confidential and useful transparent process ( McMahon, 2002; Scaife, 2001a). Other

ethical Dilemmas with the workplace like holding or withholding information needs

critical reflection and often effects the employees mental condition, which might even

end up in a rampage in the employees personal life. As a result, a some simple

ethical approaches in the workplace, might ensure a healthy workplace.

New Zealand Government policies on health and safety in the workplace refer to

stress, harassment, bullying. Temporary impairment, discrimination, and violence

( department of labour NZ, 2004, Occupational Safety, 2005, Occupational Health

2003, Public Service Association 2003). Department strategies aim to lift workplace

health and wellness performance and reduce staff turnover. These set out to achieve

healthy, safe workplaces through quality leadership practices and training

( Needham 2008, Human Rights Commission NZ 1997 ) 10

Employers are legally bound to provide safe working environments.Options for legal

addressing on the basis of unsafe work environment, constructive dismissal, or a

personal grievance. In many cases organizational group meditation is considered an

appropriate mechanism for many internal disputes. However, it is strongly advised as

the first response for workplace place bully issues. Other than that, many laws like

10 Journal of social Work Values and Ethics, Spring 2009, volume 6 #1, website - http://www.socialworker.com/jswve/content/view/114/67/ , archived on 24th Feb 2012.

the protected disclosures Act 200 ( ombudsman office, 2000) protects employees

who report serious wrongdoing ( whistle – Blowing ) in or by an organization. But

when targets reply upon legislations, they appear to gain limited protection,

validation, or recompenses from the law. They are required to sign a confidentiality

agreement. This is in contrast to such countries as Australia, Sweden, And Ireland,

where legislation is in place to protect targets ( Larsen 2007 ) .

5.0 How can the Human resource Department help maintain ethics,

social responsibility and as well as Health and Wellness in an

organization :

“Human Resource management is the organizational Function that deals with

recruiting, managing, Developing, and motivating people, including Providing

functional and specialized support and systems for the employee engagement and

managing systems to foster regulatory compliance with employment and human

rights standards”

Human resource managers are well positioned to play an instrumental role in helping

their organization achieve its goals of becoming a socially and environmentally

responsible firm – one which reduces its negative and enhances its positive impacts

on society and the environment. HR plays as a considerable guidance to firms who

wish to be the best place to work and for firms who seek to manage their employee

relationships in a socially responsible way. HR’s mandate to communicate and

implement ideas, policies, and cultural and behavioural change in organizations

makes it central to fulfilling an organization’s objectives.

Human resource management can play a significant role so that ethics, and wellness

can become “the way we do things around here”.

Employees are the key stakeholders for the development of any social responsility

strategies or any health programs in the organization. The critical first step of

mission, vision, values and strategy development is to understand the key concerns,

priorities, and prospective of all key stakeholders and particularly employees.

Companies need to consult and engage their employees in the development and the

delivery of any kind of CSR or health programs in order to get the result. Research

by Towers Perrin in 2007 revealed that an organization’s reputation for social

responsibility was one of the top 10 engagement drivers, along with senior

management’s interest in employee well-being, opportunities to improve skills and

capabilities and input into decision-making. (Cited in European Alliance for CSR,

2008, p. 11).

Melcrum has conceived of an employee engagement pyramid (see diagram below),

from “I’m aware of the message”, in which employees are familiar with the company

ethics and other strategies and how it helps the company and its employees. to “I

understand the message” wherein employees learn the reasons behind the

company’s objectives and begin to understand their role in making the company

successful. The next stage is “I believe”, where employees feel conviction towards

the company’s values and objectives, and finally, “I am committed to act”, at the

pinnacle of the pyramid. Those employees who are and feel their basic job needs

are being met and who achieve this level, will be inspired to act in ways that help the

company reach its goals and maintain a ethical and healthy environment in the

workplace. (Melcrum, 2006, p.9)11

Therefore, to achieve these basic employee education, and awareness many HR

departments become actively engaged in awareness – raising events, health

promotions activities, such as contests, and exercises.

11 Coro Strandberg ,Principal, Strandberg Consulting, MAY 2009, THE ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY ISSUE BRIEF AND ROADMAP.

6.0 Some CASE STUDIES in relation to Ethical Issues, UnHealthy

work conditions in workplaces, And companies which took step

towards Health And Wellness at workplace :

6.1 Ikea Using Prison Labour in their Factories in Germany :

According to a report by German Public Broadcaster WDR, during the 1970s, Ikea

developed a strong manufacturing presence in Germany. Ikea had operations in

more than 65 locations throughout the country to produce parts and furnitures. One

factory, where Ikea’s most popular klippan sofa was produced, stood beside a prison

in the town of Waldhiem. It has been found out that the company has been using the

prison labour in their corresponding factories, in order to keep their costs low. Infact

from citing documents taken from the stasi archives, evidence of deep co-operation

between ikea and East German authorities has been found.

Hans Otto Klare, who was imprisoned for trying to flee east germany spoke of the

miserable working conditions at a factory in Naumberg, where Ikea fasteners and

hinges were produced. The workers lived in the upper parts of the factory where

windows were covered and the machines were fitted in the lower part of the building.

It was also found out that the machines has no proper seats, no hearing protection,

no gloves, It was even more primitive conditions that already existed in the GDR

economy. It was pure slave labour.

Though Ikea founder denied the claims and Sabine Nold, a spokesperson for Ikea

Germany, said she has no comment on the revelations.12

. 

From the Above Scenario, we can clearly see, that Involving prisoners in to factory

labour is totally an unethical approach by the Ikea management in Germany, as well

as the working conditions implied in the case indicates that the company does not

case about worker benefits and health.

6.2 Case study 2 – Unilever Opting for Reducing the working hours in the food

production in Norwich, UK :

Unilever Foods UK at Purfleet in Essex is the world’s largest spreads factory. Some

300 employees run a 24-hour, sevenday operation that produces around a million

tubs per day of brands such as Flora, Stork and Bertolli. In the late 1980s, an

overtime culture that led to chronic overmanning, spiralling labour costs and low

productivity had left Purfleet the poor relation of Unilever’s highly efficient

12 The local Sweden’s news in English, Website - http://www.thelocal.se/35926/20110902/ Archived on 25th February 2012.

Dutch and German operations – a position that left it perilously vulnerable to both

external and internal competitors

As a result the company wanted to create a package of changes to working

practices, Hours and employee benefits.

To combat the above challenges, the company introduced an annualised hourly

package. Every employee was contracted to work 1779 hours in a year. About 1700

of these hours were accounted for by rostered shifts, leaving a bank of 75-80 for

training, meetings and other activities. The company could also ask workers to

supply up to 282 additional paid hours, called ’Committed Hours’, for contingencies

such as short-term sickness, poor efficiency or plant failure.This was tested in 1994

in one of the production units within the factory and then spread to all

Initially, employees treated the abolition of overtime with scepticism and distrust as

they thought that this would negatively affect them. The two unions at the plant had

mixed reactions: the operators union, GMB, accepted the deal almost immediately,

but the engineers’ union, Amicus did not. Amicus rejected the scheme several

times.13

But Nevertheless, At the end the Result included the following things :

o A change in workers’ attitudes once it was realised that the annualised hour

package improved work-life balance

o Reduction in stress

o Greater team spirit

o A drop in workers’ absence to 2.5%

o An increase in operating efficiency from 55% to 85%

o A decrease in production waste from 5% to 2.5%

13 Managing Change: practical Ways to reduce long hours and reform working practices, In association with TUC, and CBI. Website - http://www.bis.gov.uk/files/file14239.pdf, archived on 25th February 2012.

o Teams becoming autonomous and setting their own roster patterns and calling

their own reserve hours. This freed up management time who then could

concentrate on strategic work

o The end of the “what is in it for me” culture from the employees. Employees, for

example, came in voluntarily to meetings during their weeks off to contribute

with improvement ideas for the company.

The Above Case study clearly indicates how simple organizational change can to a

healthy workplace and a rise in productivity and profits.

6.3 Case Study 3 – The Launch Of three Ethical Factories in Bangladesh By

Marks & Spencer :

In 2007, UK-retailer Marks & Spencer (M&S) worked with suppliers to open three

‘ethical model’ factories in Bangladesh to demonstrate the economic benefits of good

ethical performance. As of March 2010 M&S had provided 80,000 hours of supplier

training. This included training at ethical trade conferences in China, South Africa,

Viet Nam, Spain, Bangladesh, Egypt and Indonesia. During 2008, M&S used these

factories to deliver labour rights training to 6,000 workers. It also provided human

resource management, industrial relations management, and productivity training to

the factories’ 130 supervisors and managers. M&S reports that by January 2009, the

three ethical model factories in Bangladesh “had each converted at least one line of

production to improve productivity and increase wages.” Oxfam reports that results

after seven months included: Productivity increases of between 20% and 61%;

Average wage increases of between 12% and 42% based on a standard working

day without overtime (bringing wages above the legal minimum); An 85% reduction

in absenteeism and 65% reduction in worker turnover. As of 2010, the three trial

factories in Bangladesh, as well as one UK food manufacturer, have completed their

trials with positive outcomes. These include increasing efficiencies, improved quality

and lower employee turnover. This knowledge has been shared with other suppliers

across the company’s global supply chain and other companies operating in

Bangladesh. As a result of this, six more Ethical Model Factories have been set up in

Bangladesh. Further, the company is planning to roll out further Ethical Model

Factories in India, Sri Lanka and Bangladesh by 2015.14

7.0 Some guidelines for Managing A Socially Responsible, ethical

and Healthy Workplace all together :

Though managing a healthy workplace along with a ethical and socially

responsible organization might be a little hard at first, with a lots of costs incurred

and conflicts that might arise at the workplace. The following guidelines could

actually fasten up the process for a while :

1. Supportive culture and Values : Creating and Maintaining a healthy work

environment requires a supportive culture that clearly values employees

and is more trust- based. Therefore the process of an ethical and healthy

workplace should be designed to strengthen trust.

2. Leadership : commitment from the top management is very critical in this

case and must be in the form of visible leadership on ethical and health

issues. Employees judge commitment by actions of the CEO and the

executive team.

3. A broad definition of ethics and health : Good mental and physical health

means more than the absence of illness, injury, and diseases. It also

means leading a balanced life, developing one’s potentials, making

meaningful contributions to the organization and having a say in

workplace decisions.

4. Participative team approach : Implementing a healthy workplace strategy

requires an integrated approach, guided by teams that include

representatives from the management ( in this case HR can play an

important role ) , and unions. Direct employee involvement at all stages is

specially needed for the success.

5. Customized plan: Develop a workplace ethics policy as well as health

policy and action plans with clear goals. The policy and plan must be 14 Launch of three “Ethical Model” Factories By Marks & Spencer in Bangladesh, Dilemmas and Case studies, Human Rights and Business Dilemmas forum, Website - http://human-rights.unglobalcompact.org/case_studies/working-hours/ archived on 25th February 2012.

tailored to the business context, workforce characteristics, and

documented gaps in the work environment. The company can learn from

each change induced and refine the plan accordingly.

6. Link to strategic Goals: Clearly link responsibility, ethics and health

issues and the outcomes of it to the organization strategic goals. So that

over the time, all management decisions take health in to account.

7. Ongoing Support: Allocate resources that ensure continuity to healthy

workplace actions. Provide training, especially to managers at all levels,

to sustain the initiative and embed health in to how the organization

operates.

8. Evaluate and Communicate: an open and a continuous communication is

a key factor in any organizational change, initiative and health is no

different. Consistently evaluate outcomes and keep top management

informed about the impact of a healthy workplace issues on business

results.

8.0 Conclusion :

A safe working environment and the freedom of addressing ethical and unethical

issues in the workplace is not only needed for the betterment of the society it is also

a human right.

In order to Manage An Ethical and Healthy workplace at the same time, The

Government at both National and Local Levels need to work together with the

employers, trade unions, Individuals, Professional organizations, voluntary bodies

and a range of other stakeholders to achieve a long –term commitment and result.

The companies need to adopt modern and flexible approaches and not let the old

beauracratic Institutional Barriers as obstacles. Continuous Support and

empowerment is needed in work or not, to protect and improve Employee health and

benefits in the workplace, in order to achieve Better productivity. The companies

should learn from Successes and failures of the past, and will look at local pockets

od excellence where barriers have been overcome by people working together at

local levels.

A Successful strategy would lead to the Improvement in the health and well- being of

people of working age, Increased Employment and with that more people will be able

to wok for more of the time. Optimal Performance and attendance. People and their

employers are empowered to promote and protect their own health, Increased

productivity so that people are more effective when they are at work. Along with a

reduction is heath inequalities and social exclusion-resulting in the benefits for

indivisuals, families, communities and society.