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dc.contributor.authorBramwell, Steven
dc.date.accessioned2020-11-17T15:57:52Z
dc.date.available2020-11-17T15:57:52Z
dc.date.issued2016-10-01
dc.identifier.other10727254
dc.identifier.urihttps://hdl.handle.net/1813/74388
dc.description.abstract[Excerpt] When Wells Fargo made headlines this year for illegally opening 2 million fake accounts on behalf of unknowing customers, they exposed a corporate culture that not only ignored wrongdoing, but also actively promoted ethical misconduct. While the full extent of the corruption will yet be revealed, Wells Fargo nonetheless joins a long list of recent commercial scandals that have all but shattered public trust in corporate America. High profile businesses are not the only ones susceptible to unethical practices. The Ethics Resource Center’s 2013 National Business Ethics Survey conservatively estimates that 41% of U.S. workers observed unethical or illegal misconduct in the past year. Other estimates place that number as high as 74%. Either way, the results are eye opening. With the rate of immorality among organizations so high, one may ask the following: How do you change an unethical culture into an ethical culture? By outlining key strategies and tools, this report will show HR professionals and business leaders alike how they can achieve ethical realignment for their organization.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright held by the authors.
dc.subjectHuman Resources
dc.subjectengagement
dc.subjectemployee engagement
dc.subjectperformance management
dc.subjectchange management
dc.subjectcorporate social responsibility
dc.subjectCSA
dc.subjectethics
dc.subjectethical
dc.subjectleadership
dc.subjectculture
dc.subjectcommunication
dc.subjectethical culture
dc.titleEthical Change Management
dc.typearticle
dc.description.legacydownloadsEthical_Change_Management.pdf: 1600 downloads, before Oct. 1, 2020.
local.authorAffiliationBramwell, Steven: Cornell University


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