AN ASSESSMENT ON THE EFFECTS OF CODE OF ETHICS ON

EMPLOYEE PERFORMANCE: A CASE OF ELWASCO

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CERTIFICATION

The undersigned certifies that he read and hereby recommended for acceptance by

The Open University of Uasin Gishu this research titled; “An Assessment on the

Effects of Employees Code of ethics to Organization Performance” in partial

fulfillment of the requirement for the Diploma in Human resouese management

…………………………………

(Supervisor)

……………………………….

Date
 iii

COPYRIGHT

No part of this dissertation may be reproduced, stored in any retrieval system, or

transmitted in any form by any means, electronic, mechanical, photocopying,

recording or otherwise without prior written permission of the author or the Ol’lessos

Technical Training Institute in that behalf.

 iv

DECLARATION

I, do hereby declare that this Research report paper is my own original work where

cited and that has never been submitted for a similar higher degree award in any

other College

…………………………………

Signature

……………………………..

Date

v
 DEDICATION

This work is dedicated to my family whose support and encouragement enabled me

to accomplish this level of education. May the Almighty God bless them forever and

ever, Amen!
 vi

ABSTRACT

This study is intended to assess the Effects of employees Code of ethics on

organization performance. For quite some time now, public organizations have been

viewed as a liability to the tax payers rather than an asset. This is because of low

productivity, erosion of work ethics, indiscipline, blatant violation of rules,

regulations and procedures, weak control and corruption have been observed as

common features in their services rendering activities. Statistically ELWASCO has

failed to comply with 81% of the set performance targets. Major failures were

observed in the areas of water losses, collection efficiency, and water pressure to

customers. This unstable performance of public organizations in Uasin Gishu

particularly ELWASCO and the increased reports on unCode of ethics by respective

employees create a question as to whether the two have any related impact on each

other. Researcher collected data by using a questionnaire as well as the survey

monkey software, also employed semi-structured Interviews, and documentary

analysis which were flexible as well as sensitive to the social context. Data were

quantitatively analyzed using computer software, Statistical Package for Software

System (SPSS) version 16. The study revealed that there was a significant

relationship between employees’ Code of ethics and organization performance. The

relationship was significant in unCode of ethics which results into poor performance

of the organization. The assessment concludes that, organization performance is

interplay of variables and that employee’s Code of ethics conduct plays a role in

organization performance but is not the major role. On the basis of the findings, it is

argued that organizational performance is a function of variables and not only

employee’s Code of ethics .

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ACKNOWLEDGEMENTS

I thank the Almighty God for enabling me to finish this study. I am greatly indebted

to my supervisor, who provided guidance, advice and constructive criticisms

throughout the course of writing this dissertation.

I would like to thank the management of ELWASCO for allowing me to conduct my

dissertation at their organization. I sincerely thank all workers for their support to me

especially during my data collection process at their organization.

Furthermore, I would like to show my appreciation to my family and friends who

always keep encouraging and offering their supports the whole time of my study.

These thanks should also go to my wife Neema Mmari, my father Samson Msanze

my mother Hellena Nkinga my Sisters (Rehema, Kwilla, and Jacqueline) my

colleagues Alpha Ambokile and Gilbert Massawe for supporting me during my

research.
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TABLE OF CONTENTS

CERTIFICATION.......................................................................................................ii

COPYRIGHT..............................................................................................................iii

DECLARATION........................................................................................................iv

DEDICATION..............................................................................................................v

ABSTRACT................................................................................................................ vi

AKNOWLEDMENTS.........................................................................................................vii

LIST OF TABLES.....................................................................................................xii

LIST OF FIGURES..................................................................................................xiii

LIST OF ABBREVIATIONS AND ACRONYMS................................................xiv

CHAPTER ONE.......................................................................................................... 1

1.0 INTRODUCTION.............................................................................................1

1.1 Background of the Problem.................................................................................1

1.2 Statement of the Problem.................................................................................... 3

1.3 General Objectives.............................................................................................. 4

1.4 Specific Objectives of the Research....................................................................4

1.5 Research Hypotheses and Questions...................................................................5

1.5.1 Research Hypotheses...........................................................................................5

1.5.2 Research Questions.............................................................................................5

1.6 Significant of the Study.......................................................................................5

CHAPTER TWO......................................................................................................... 6

2.0 LITERATURE REVIEW.................................................................................6

2.1 Introduction.........................................................................................................6

2.2 Definitions of Key Concepts...............................................................................6

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2.2.1 Ethics...................................................................................................................6

2.2.2 Organization Performance...................................................................................7

2.3 Critical Theoretical literature review.................................................................. 7

2.3.1 The Employee Risk Triangle Theory..................................................................8

2.3.2 The Stress Facilitation Theory............................................................................ 8

2.3.3 The Social Disorder Theory................................................................................ 9

2.4 General Discussion............................................................................................10

2.4.1 ELWASCO Code of ethics Values................................................................... 12

2.4.2 ELWASCO Performance.................................................................................. 13

2.5 Empirical Literature Review............................................................................. 14

2.6 Research Gap.....................................................................................................19

2.7 Conceptual Framework.....................................................................................19

CHAPTER THREE...................................................................................................21

3.0 RESEARCH METHODOLOGIES...............................................................21

3.1 Introduction.......................................................................................................21

3.2 Research Paradigm............................................................................................21

3.3 Research Design................................................................................................23

3.3.1 Area of the Study...............................................................................................23

3.3.2 Population of the Study.....................................................................................24

3.3.3 Sample and Sampling Techniques.................................................................... 24

3.4. Data Collection..................................................................................................25

3.4.1. Types of Data.....................................................................................................25

3.4.2. Interview............................................................................................................ 27

3.5 Data Analysis.................................................................................................... 28

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3.6 Validity of Data.................................................................................................28

3.7 Reliability of Data............................................................................................. 29

3.8 Confidentiality Issues........................................................................................29

3.9 Building Rapport...............................................................................................30

3.10 Policy and Procedure Manual Review..............................................................30

CHAPTER FOUR......................................................................................................33

4.0 RESEARCH FINDING, ANALYSIS AND DISCUSSION..............................33

4.1 Introduction.......................................................................................................33

4.2 Cross Tabulation Analysis and Interpretation...................................................33

4.2.1 Age and Gender.................................................................................................34

4.2.2 Age and Code of ethics conduct awareness...................................................... 35

4.3 Measure of Relationship (Pearson Correlation Coefficient).............................38

4.3.1 Age and Other Variables...................................................................................39

4.3.2 Gender and Other Variables..............................................................................39

4.3.3 Awareness of Employees Code of ethics to Organization Performance and

Other Variables................................................................................................. 40

4.3.4 Adequacy of Ethics Management in Enhancing Organization Performance and

Other Variables................................................................................................. 41

4.3.5 Employees’ Code of ethics Behavior in Enhancing Organizational Performance

and

Other Variables................................................................................................. 41

4.3.6 Necessity of Code of ethics in achieving organization performance and other

variables............................................................................................................ 42

4.4 Frequency Analysis...........................................................................................43

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4.4.1 Areas of Awareness of Employees Code of ethics Conduct to Organization

Performance...................................................................................................... 43

4.4.2 Adequacy of Ethics Management in Enhancing Organization Performance....43

4.4.3 Examining Whether Changes in Employee's Code of ethics Behavior Will

Enhance

Organizational Performance............................................................................. 44

4.5 Discussion......................................................................................................... 46

CHAPTER FIVE....................................................................................................... 51

5.0 CONCLUSION AND RECOMMENDATIONS.......................................... 51

5.1 Introduction.......................................................................................................51

5.2 Summary of the Findings..................................................................................51

5.2.1 Awareness of Employees Code of ethics to the Organization Performance 51

5.2.2 Adherence Towards Code of ethics as a Parameter of Organization

Performance...................................................................................................... 52

5.2.3 Dissemination of Skills and Knowledge on Code of ethics by the

Organization......................................................................................................52

5.3 Conclusion.........................................................................................................53

5.4 Recommendations............................................................................................. 54

5.5 Implication of the Results................................................................................. 54

5.6 Limitation of the Study..................................................................................... 56

5.7 Areas for Future Studies....................................................................................57

REFERENCES...........................................................................................................58

APPENDIX.................................................................................................................58
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LIST OF TABLES

Table 3.1: Population Status.................................................................................24

Table 3.2: Samples and Sampling.........................................................................25

Table 4.1: Pearson Correlation Coefficients.........................................................42

Table 4.2: Awareness of Employees Code of ethics ........................................... 43

Table 4.3: Adequacy of Code of ethics Management in Enhancing Organization

Performance 44

Table 4.4: Examine Employees Code of ethics Conduct......................................45

Table 4.5: Necessity of Code of ethics to Organization Performance.................45

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LIST OF FIGURES

Figure 2.1: Conceptual Framework...........................................................................19

Figure 4.1: Age and Gender...................................................................................... 34

Figure 4.2: Age and Code of ethics Awareness........................................................ 35

Figure 4.3: Age and Organization Policies................................................................36

Figure 4.4: Age and Changes of Code of ethics .......................................................37

Figure 4.5: Age and Code of ethics Effects to Organization Performance...............38

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LIST OF ABBREVIATIONS AND ACRONYMS

ELWASCO -Eldoret Water and Sewage Corporation

HQ - Headquarters

OUT -The Open University of Uasin Gishu

TQM - Total Quality Management

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CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Problem

Employees’ Code of ethics in organizations are not new concepts issues and makes

most of the newspaper headlines over and over again. Steinberg (1994) argued that

ethics in the world of organisation’s business involve “ordinary decency” which

encompasses such areas as integrity, honesty and fairness. Behaving in an Code of

ethics manner is seen as part of the social responsibility of individuals in any

organization so as to ensure its stability and survival, Adenubi (2000).

Geetu (2003) reveals that organization cannot ignore ethics. Indeed for some ethics

has been added to their corporate values. But help is needed by organization to

integrate Code of ethics practices and competencies, but initially this requires an

increased and shared understanding of ethics in organizations. Numerous researchers

suggest that organizational ethics is a major influence in ensuring the attainment of

organization objectives.

This has influenced the formulation of formal code of ethics which regulate

employee’s Code of ethics , Peters and Waterman (1982) as cited by Lok (1999). It

has been observed that more than 85 percent of organizations have developed and

distributed organizational codes of conduct so as to significantly affect Code of ethics

of their respective employees, Rossy (2011). Suggestions show that the existence of

formal code of ethics will generally ensure the highest standards of

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behavior and inhibit unCode of ethics amongst organizational members. However,

experience shows that these formal codes are often undermined by the adherence to

informal codes known as norms which are characterized mainly by isolation and

solidarity, Chye (2004).

The increased pressure from stakeholders such as consumers, investors and the

community for organizations to behave Code of ethicsly and in a socially responsible

way can no longer be ignored. Today investors’ concern on Code of ethics of those

who run organizations has greatly increased. Regular disclosures that directors and

executives behave unCode of ethics reflect badly on the corporate sector as a vehicle

for investors’ funds, Hian (2004).

Reports of scandals, questionable business and political behavior in many

organizations are extremely increasing their frequency. Anand et al. (2004) stipulates

organizational Scandals involving multinationals like Enron, WorldCom, Global

Crossing, Parmalat and how they height attention to the urgent need for corporate

governance, corporate social responsibility and organizational ethics.

However, ethics programs are done to stimulate Code of ethics in organizations and

assist employees to act in a morally responsible way, McDonald (1999). Interest in

this study has been stimulated first by the magnitude of the widespread criticisms

from stakeholders due to unCode of ethics and unfriendly behavior of employees in

different public organizations which brought the need for behavior change.
 3

1.2 Statement of the Problem

For quite some time now public organizations have been viewed as a liability to the

tax payers rather than an asset. This is because of low productivity, erosion of work

ethics, indiscipline, blatant violation of rules, regulations and procedures, weak

control and corruption have been observed as common features in their services,

President’s Office (1999). Kleinhempel (2009) argued that UnCode of ethics

behavior causes massive costs to organization. Several studies have shown that

organization with illegal records have not only been forced to pay for investigations

and fines but have also suffered significant stock price decline and report, on

average, lower profitability rates than their law-abiding counterparts. In fact, many

have experienced sharp sales drops, higher equity costs and severe damage to their

reputation among customers and other stakeholders.

Taking ELWASCO as a case study, unCode of ethics and unstable performance in

public organizations are speedily reported to increase recently. According to The

Water Utilities Performance Report (2010/11) ELWASCO has failed to comply with

81% of the set performance targets. Major failures were observed in the areas of

water losses, collection efficiency, and water pressure to customers. For the targets

that are not subjected to financial penalty upon non-compliance, ELWASCO

complied by 53% and the major failure was on increasing the number of service

hours.

ELWASCO Technical Report (2010) explores how most of illegal and unethical of

ethics practices which affect the organization operations appear to be performed by

 4

ELWASCO employees themselves. This unstable performance of public

organizations in Uasin Gishu particularly ELWASCO and the increased reports on

Code of ethics by respective employees create a question as to whether the two have

any related impact on each other despite the provision of the necessary facilities, and

training on Code of ethics employees has not yet raises awareness of its existence

among individuals. Outside its implementers, very little is known about its

availability and capabilities even in reputable organizations where it has been set up.

Although all the efforts in enhancing Code of ethics behavior has been done very

little is known.

This study therefore intends to assess the Code of ethics of employees and its

Effects on organization performance.

1.3 General Objectives

The objective of this research was to investigate on the Effects of employees Code of

ethics to organization performance.

1.4 Specific Objectives of the Research

In this study, specific objectives were;-

i. To examine the awareness of employees Code of ethics on the organization

performance.

ii. To examine employees adherence towards Code of ethics as a parameter of

organization performance.

iii. To examine dissemination of skills and knowledge on Code of ethics by the

organization.
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1.5 Research Hypotheses and Questions

1.5.1 Research Hypotheses

This study used the alternative hypothesis where by the researcher predicted that,

there was a significant association between employees’ unCode of ethics and poor

organization performance. The researcher believed that, social disorder stress

facilitation and employees risk would have motivated employees to be unCode of

ethics.

1.5.2 Research Questions

In this study the research questions were;

i. Are the employees aware and being able to describe organization Code of

ethics behavior?

ii. What factors will improve employees Code of ethics to the service delivery?

iii. How would employees describe Code of ethics application?

1.6 Significant of the Study

This study is vital and useful to the government, private and public organizations in

Uasin Gishu to evaluate their organizational performance within the context of their

institutions and see how they are affected by employees’ Code of ethics . The study

also helps organization authorities such as ELWASCO to review their organization

performances and trace how they are affected by employees’ Code of ethics .

However, this study will be another reference to scholars and researcher who intends

to explore the same phenomena in more details.

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CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter attempts to bring out other researches which are directly or generally

related to the research topic. It describes the conceptual framework, theoretical

literature review, empirical review, policy review, research gap and conceptual and

theoretical framework of the study.

2.2 Definitions of Key Concepts

Definitions of the important concepts used in the study are;

2.2.1 Ethics

Ethics can be defined as the art and discipline of applying principles and frameworks

to analyze and resolve complex moral dilemmas, Rossy (2011).

According to Trevino (2001) ethics are moral principles that explain what is right or

wrong, good or bad and what is appropriate or inappropriate in various setting.

Candy (2005) defines ethics as the system of rules that govern the ordering of values.

Miner (1998) also defines ethics as a philosophy of human conduct; reflecting

prevailing values especially those of moral nature.

To sum-up the above definitions, ethics can be defined as standards of morality that

guides individuals and organization in following certain norms of conduct when

 7

dealing with each other. Ethics involves some hard features, like duties and rights

(most of them legal), that are mandatory for all and soft components, like values,

aspirations or best practices that are desirable but not compulsory and can vary from

one organization to another.

2.2.2 Organization Performance

This comprises the actual output or results of an organization as measured against its

intended outputs (or goals and objectives). According to Richard (2009)

organizational performance encompasses three specific areas of firm outcomes.

These include financial performance (profits, return on assets, and return on

investment), Product market performance (sales, market share) and Shareholder

return (total shareholder return, economic value added). Generally, organization

performance involves identifying outcomes that it wants to achieve, creating plans to

achieve those outcomes, carrying out those plans, and determining whether the

outcomes were achieved.

2.3 Critical Theoretical Literature Review

Three psychosocial theories of human behavior support the notion that external and

internal forces in many organizations greatly influence employees to engage

themselves in unCode of ethics , Baehr et al. (1993).The theories reviewed are: (a)

the Employee Risk Triangle Theory, (b) the Stress Facilitation Theory, and (c) the

Social Disorder Theory. The relationships of each theory to organization

performance and the risk of unCode of ethics employee were discussed below.
 8

2.3.1 The Employee Risk Triangle Theory

This model identifies three forces which act on an employee’s propensity to engage

in unCode of ethics . The three forces are Need, Opportunity, and Attitude.

According to Researchers at DePaul University in Chicago, “Employee Risk Triangle

Theory has a great contribution in providing a common-sense theory of employee

crime and deviance, Terris (1985).

Following the increase of unCode of ethics in most of public organizations by

employees specifically at ELWASCO as described in the ELWASCO Technical

Report (2010), this theory has greatly contribution to this study and provides a

framework towards a better understanding on employees Code of ethics in

organizations. However, this theory has focused heavily on the attitudinal

components and does not provide as to whether there are other forces apart from

these attitudinal forces that may affects employee’s Code of ethics in the

organization.

2.3.2 The Stress Facilitation Theory

This theory traces on the influence of social stress as a catalyst for employees to

engage in unCode of ethics in organizations according to Jones (1982). The Stress

Facilitation Theory posits that when more dishonest employees experience

heightened job stress, their feelings of distress facilitate a multiplicative theft

response. Employees who endorse dishonest attitudes toward theft are reliably more

likely to steal at work than job candidates and employees who endorse intolerant and

punitive attitudes toward theft Travers and Cooper (1996). Moreover, distressed
 9

workers are more likely to engage in on-the-job counter-productivity than less

stressed employees. Therefore, organizations that screened their workforces with pre-

employment ethics and integrity tests should be more immune from the impact of the

stress caused by a tough economy compared to organizations that did not screen their

employees for integrity and ethics attitudes. This theory has the relating goals but this

phenomenon will be tested in public organizations whereby ELWASCO is the case

study.

2.3.3 The Social Disorder Theory

Recent experimental research conducted by researchers from the University of

Groningen in the Netherlands supported the concept that “signs of disorder” in a

neighborhood can, in a causal fashion, lead to other broken social norms and

resultant delinquent behaviors Keizer, and Lindenberg (2008). This theory relate to

this study on the facts that it assess the social forces that may affects the Code of

ethics of employees as they interact with one another in the course of providing their

services.

However, the theory does not provide the resultant of the affected Code of ethics

and how they relate to the performance of an organization. This study will critical

make an assessment as to how the external and internal social phenomenon can

affects Code of ethics of employees and how do they affect organization

performance in public organizations whereby ELWASCO is the case study.

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2.4 General Discussion

Many organizations in Uasin Gishu operate under Code of ethics behavior whether

formally or informally, many of these aspire to comply with externally enforced for

ethics but actually endeavor to make ethics as a part of business as usual. More often

than not the aim of Code of ethics behavior is to integrate ethics in all aspects of

organizational life and decisions by institutionalize ethics. Reputation is lost in

seconds, while great efforts, consistency and time are required to build it up again.

The message comes across quite clearly, Code of ethics values play significance role

for organization. They can account for true competitive advantages, and their

absence can threaten organizational growth and impair its survival whether an

organization is facing criminal charges or it is just its customers or employees that

question its behavior .

Organizations should set ethics programs which are set of activities, policies and

procedures intended to support employees to understand and comply with the Code

of ethics standards and policies set by the organization. Programs comprise various

elements designed to prevent misconduct, defined as “behavior that violates the law

organizational ethics standards” Ethics Resource Center, (2008). Companies with

strong ethics programs report improvements in Code of ethics conduct, and programs

have a positive effect on employee behavior, Code of ethics attitudes and corporate

culture Ferrell et al. (1998).

It is likely that each element has certain impact on employees' attitudes and conduct,

but the manner and extent of this impact may vary. Proenca (2004) suggested
 11

elements: a code of ethics, an ethics officer an ethics training programme, an ethics

audit system, and dedicated ethics telephone hotlines. Ethics programme begins with

development of a code of Code of ethics conduct to guide employees on what is

viewed as Code of ethics behavior. Schwartz (2004) found that ethics codes

influence behavior. The second element is ethics training, to help employees

understand the Code of ethics goals and values of the organization, increase their

ability to deal with Code of ethics issues Proenca, (2004), and encourage Code of

ethics behavior. The third element is implementation of mechanisms to provide

ethics information frequently through appointment of an ethics officer to advice

employees, investigate allegations of Code of ethics problems develop and

coordinate ethics and compliance policies and oversee the Code of ethics conduct of

employees in an organization Petry et al. (2003). The fourth element is provision of

an anonymous reporting system to allow employees to provide information on Code

of ethics violations in an organization and reduce employee fear of retaliation for

reporting workplace mis Schwartz (2004). The fifth element disciplining of violators

and is linked with the last element, evaluation of an employee's Code of ethics

performance.

A reward and punishment system is a key factor in promoting Code of ethics

behavior Baucus and Beck-Dudley (2005), and many organizations include ethics in

their performance appraisals Petry and Tietz, (1992). One way of improving

employee compliance with Code of ethics standards is by generating sense of threat,

while evaluation of Code of ethics behavior is used as a tool to incentivize employees

to behave Code of ethicsly.

Every organization has strategic objectives with a business plan to meet them.

Targets and deadlines are a normal part of performance setting for managers at all
 12

levels. But when reward systems are disproportionately dependent on the

achievement of goals set, the temptation to ‘cut corners’ can be difficult to resist.

Problems arise when management sets targets for cost cutting, output expansion and

sales that are not discussed with those responsible for achieving them. This focus on

the short term can severely undermine Code of ethics behavior. The pressure on

listed companies to report results on a quarterly basis tends to irritate the problem.

2.4.1 ELWASCO Code of ethics Values

More often than not, discussions about ethics in any organizations reflect mostly on

the individual moral responsibility. Every person in the organization is morally

responsible for his or her own behavior, and any efforts to change that behavior

mostly focus on the individuals .

The Water Utilities Performance Report 2011/12 vividly stipulates how individual

employees at ELWASCO are reported to involve themselves in unCode of ethics

practices. Most of illegal connections appear to be performed by ELWASCO

employees and many of those retrenched in 2007 are thought to be earning money

this way today. Water bill embezzlement and excessive charging also continue to be

reported.

But there is another way of understanding organization ethics, which is reflected in

the corporate moral responsibility. Here individuals are viewed not in isolation, but

as members of communities that are partially responsible for the behavior of their

members. So to understand and change an individual's behavior we need to

understand and try to change the communities to which they belong.

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This can be assessed by reflecting society perception over ELWASCO Code of ethics

values which seems to be negatively oriented due to the increased of massive

complaints that are being issued in public. According to the Water Utilities

Performance Report 2011/12, the inability, or unwillingness, of the organization to

offer adequate salaries and more motivating working conditions fuels is another

major challenge as it is believed to greatly influence unCode of ethics among

ELWASCO employees and thus affects organization public image.

However, the greatest challenge in discussions of ethics in organizations is to find

ways in which organizations can be designed to promote adherence to the required

Code of ethics standard by both individuals and the corporate at large. It is the

intention of this study to come out with findings as to whether Code of ethics of

employees has any related impact to the performance of individuals.

2.4.2 ELWASCO Performance

The performance of ELWASCO has not been such encouraging for the past three

consecutive years. The Water Utilities Performance Report 2011/12 gives details on

how ELWASCO has failed to comply with 81% of the targets subjected to financial

penalties for noncompliance. Major failures were observed in the areas of water

losses, collection efficiency and water pressure to customers.

For the targets that are not subjected to financial penalty upon non-compliance,

ELWASCO complied by 53% and the major failure was on increasing the number of

service hours.
 14

It is the intention of this research to come out with findings as to whether this poor

performance in public organizations specifically ELWASCO has any connection

with Code of ethics of employees.

2.5 Empirical Literature Review

In the research done by McManus and White (2011) which dealt with the challenges

faced by corporations in incorporating ethics into their strategic management

processes, the research was based on a survey of issues and the literature published in

Europe, North America and Asia the finding indicated a definite gap between the

implementation of strategy and the moral and Code of ethics obligations of

corporations. Given the decline in business ethics and recent corporate scandals it is

proposed that ethics be brought back to the forefront of strategic management and

integrated

into the strategic management process. The recommendation of the study was that,

the strategic decisions of any large scale economic enterprise in a competitive global

environment result in both benefits and harms. It is the responsibility of senior

managers to distribute benefits and allocate those harms among stakeholders of their

company.

Some firms do this arbitrary when or if done in a more thoughtful manner the Code

of ethics principle offer the only form of analysis that is capable. From academic

perspective evidence that suggest commitment to the future of a firm will ensure

efforts that are both cooperative and innovative. Looking to the future one can see

that there is still a lot to do in this area.

 15

In the study done in Singapore by Chye (2004) titled “Organizational Ethics and

Employee satisfaction” which examined the relationship between organizational

ethics and organizational outcomes based on justice theory and re-cognitive and

dissonance theory. The sample data were delivered from questionnaire survey of 237

managers in Singapore. The results obtained from decision trees indicate that

organizational leaders can use organizational ethics as a means to generate favorable

organizational outcomes.

Further the results indicate there is significant and positive links between Code of

ethics behavior and career success within the organization and job satisfaction also

the findings reveal that there is association between ethics and organizational

commitment. Implication of the findings is that management support for Code of

ethics behavior and the association between Code of ethics behavior and career

success can be influenced by top managers in the organizations. Thus by consciously

working on these variables, top management can enhance job satisfaction and

organizational commitment among employees and in the work place. The current

findings suggest that organizational ethics can help enhance job satisfaction and

organizational commitment.

The above implication of the findings is that organizational ethics can be expected to

be associated with organizational performance. This study has also the relating goals

but this phenomenon was tested in public organizations whereby ELWASCO was the

case study. In the paper done in Nigeria by Kehinde (2010) titled, "Effects of Code of

ethics Behaviors on Organization Operations”. The researcher describes how many

 16

modern organizations are today faced with numerous challenges such as illegal and

unCode of ethics business practices in a number of business transactions. He explains

how Code of ethics may affect the of employees when they are properly set and

adhered. The paper uses a quantitative method with two hypotheses stated in the null

form. Findings revealed that Code of ethics behavior has effects on the operations of

an organization and that good Code of ethics behavior has a positive correlation with

organizational outcomes. Suitable policy recommendations were offered which

decision makers in business organizations and government functionaries will find

highly useful. This paper reflects the theme of this study on the facts that it explores

the Code of ethics of employees and their consequences on the performance of an

organization. However, the research basically had focused on Nigeria environment

only particularly in Lagos.

In the study done in Korea by Yang and Grunig (2005) which titled “Decomposing

organizational reputation: The effects of organization–public relationship outcomes

on cognitive representations of organizations and evaluations of organizational

performance”. The purpose of this study was to decompose common reputation

measurement systems into behavioral organization–public relationship outcomes,

cognitive representations of an organization in the minds of publics and evaluations

of organizational performance. In the proposed model, tendency for active

communication behavior and familiarity are suggested as correlated precursors of

organization–public relationship outcomes (e.g. trust, satisfaction, commitment and

control mutuality) and organization–public relationship outcomes are hypothesized to

have a direct effect on evaluations of organizational performance as well as an

 17

indirect effect via the mediation of cognitive representations of the organization. The

authors investigated different types of five Korean-based organizations (two

domestic corporations in different industries, a multinational corporation, a sports

association and a non-profit organization), the recommendations were analyzed, seen

validate the model across different types of organizations. The findings of this study

suggest that relationship outcomes lead to favorable representations of an

organization and positive evaluations of performance of the organization.

It was a study by Schwartz (2007), argued that individuals in an organization they

have their own motives which can be changed through the executive function to

match the goals of the organization. If the individual and organization goals match

and corporation is achieved the system is considered effective. Also individuals

accept orders from authority without questioning if the following conditions were

met: understanding of order, consistency with purpose of organization, compatibility

with personal interest and mental and physical ability to comply. Bernard also

suggested three major executive functions to provide a system of communication to

promote the securing of essential personal efforts and to formulate and define the

organization’s purpose and objectives Bernard, (1998).

The decisions of managers have great impact in the society, so they have to make

decisions that shape the economy, the society, and the lives of individuals within it

for a long time to come according to Drucker (1954)

In the study done in London by Rita (1995), which based on detailed observation and

data collection in 1993 on the introduction of quality management and the

 18

development of employee involvement programs. The study revealed that 85 per cent

felt that quality was a high priority for their firm. The participating population is

therefore in firms which had already introduced quality programs. There was

therefore a useful differentiation between mature quality programs, those which were

in a transitional phase of development and those which were just beginning to

develop Total quality management (TQM). It was the focus of this study to reflect

organizations in Uasin Gishu particularly ELWASCO and to come out with findings.

In the research done in Australia by Michael (2005) titled Management development,

“developing Code of ethics corporate culture in three organizations” the investigation

was to look at three organizations (a naval shore establishment, a police academy,

and a small, family-owned engineering firm) and see to what extent they had

developed a culture that was both Code of ethicsly and socially responsive. The

investigation was carried out by speaking to key players, observing their

organizations and by detailed analysis of the documents which related to this study.

The findings revealed that the Navy has a set of values which overlap with the more

general values of the Department of Defence. The Western Australian Police Service

has an approach to developing an Code of ethics corporate culture which includes the

establishment of a dedicated unit, and running discussion groups and seminars. The

family-owned and operated engineering business relies more heavily on an indirect

approach based on following traditional family values.

Three conditions were essential for developing an Code of ethics corporate culture,

these are; CEOs were ultimately responsible for the Code of ethicsity of their

organizations; formal training programs were necessary to impart the required

knowledge; and formal

 19

mechanisms were essential to facilitate the reporting of any behavior of

organizational members that was deemed to be wrong, unCode of ethics or illegal.

2.6 Research Gap

There are numerous recent researchers who suggest on the relationship between

organization performance with a history of employee’s violation of the law and

continued illegal behavior. And this study therefore intends to study whether the

same relationship exist in Uasin Gishu and how these two variables affects each

other, specifically in public organization where ELWASCO chosen to be the case

study.

2.7 Conceptual Framework

The figure below was developed to attempt to explain the impact of employees Code

of ethics on organization performance.

INDEPENDENT
VARIABLES

Inputs ACTION DEPENDENT

Employee Code of ethics VARIABLES
Operations and
(Integrity,
Outputs
Responsibility, Management of
Accountability, an Organization Organization
Association & Performance
Competence)
Employees UnCode of
ethics
(Corruption,
Theft & Riots)

Figure 2:1Conceptual Framework

Source: Developed by the Researcher (2013)
 20

In inputs the organization has expectations from each individuals basing on the set

performance indicators and targets, and predicts the that will advance its operations.

The employee Code of ethics means adhered to integrity of the human conduct and

this will facilitate organization to realize positive performance. Under this scenario

there is the direct link between Code of ethics behavior and the performance of

organization. If the employee is unCode of ethics it means does not follow standards

of conduct of a particular group of people in society. Managers need to shape attitude

of individuals in order to be Code of ethics so as to realize the expected performance

In actions corporate leaderships are impacted upon by the general environment of the

organization in which they operate. Each culture is a product of its unique values,

beliefs and rules of behaviors and has a particular leadership culture and a set of

beliefs systems. These beliefs system are shared ways of interpreting an

organization’s environment, its past and its future prospects.

In output the interaction of societal expectations and the way that a corporate

leadership interprets and reacts to these pressures produces outcomes. These

outcomes manifest themselves in a number of ways.

If the individual and organization goals match and corporation is achieved the system

is considered effective. Also individuals accept orders from authority without

questioning if the following conditions were met: understanding of order, consistency

with purpose of organization, compatibility with personal interest and mental and

physical ability to comply.

 21

CHAPTER THREE

3.0 RESEARCH METHODOLOGIES

3.1 Introduction

Researchers have different beliefs and ways of viewing and interacting with the

surroundings which makes research studies to vary. However, there are certain

common standards and rules that guide a researcher’s actions and beliefs. Such

standards can be referred to as a paradigm. This chapter aimed to explain in details

about the ways and methods that a researcher used to collect data, processing and

analyzing to reach the conclusion. It included the research design (paradigm,

approach, strategies and time line), the survey population, area of the research, the

sampling and design and variable measurement. It discussed the research design and

methodology utilized in this study. In order to describe the variety of research

activities undertaken during this study, the data collection activities and associated

analysis methods was systematically discussed.

3.2 Research Paradigm

A research paradigm is a broad view or perspective of something Taylor, Kermode,

and Roberts (2007). These are patterns of beliefs and practices that regulate inquiry

within a discipline by providing lenses, frames and processes through which

investigation is accomplished.

This study utilized a triangulation approach which explored the Effects of

employee’s Code of ethics to organization performance. The use of both the

 22

qualitative and quantitative methodologies was necessary to encompass the different

beliefs that there was direct link between employees’ Code of ethics conduct and

Organization performance.

Due to the complex nature of the research study, there was no single paradigm that

could satisfactorily deal with all of the required methodological aspects. Therefore,

the researcher found it necessary to combine the quantitative/positivist paradigm

with the qualitative/interpretive paradigm. This combination of both paradigms

provided the researcher with the ability to statistically analyze the scientific data

whilst also recognizing the complex psychosocial and emotional factors that

influence employee’s Code of ethics behavior issues.

This study utilized a triangulation approach to explore and guide the development

and evaluation of employee’s Code of ethics behavior in organization. The use of

both the qualitative and quantitative methodologies was necessary to encompass the

different aspects of Code of ethics and unCode of ethics behavior. In order to address

the diversity and complexity of such employee’s behavior a mixed methodology was

necessary.

The qualitative methodology shares its philosophical foundation with the interpretive

paradigm which supports the view that there are many truths and multiple realities.

Additionally, the interpretive paradigm is associated more with methodological

approaches that provide an opportunity for the voice, concerns and practices of

research participants to be heard Cole, ( 2006).

 23

3.3 Research Design

In order to gain different perspectives and draw attention to different factors that

affect employee’s Code of ethics behavior, descriptive research methods were

employed in this study in order to describe, observe, and document a naturally

occurring phenomenon which cannot readily be attributed an objective value. In other

words, descriptive research deals with questions that look to explain what things are

like and describe relationships but do not predict relationships between variables or

the direction of the relationship. In this descriptive study, qualitative and quantitative

data collection techniques were used including; semi-structured interviews, pre and

post-test questionnaires and focus group interviews. According to Morse and

Richards (2002), qualitative descriptive approaches are extremely helpful because

evidence of experience and knowledge can be easily missed when quantitative

methods are used.

In this study, semi-structured interviews were incorporated into the study design

because the researcher believed that open ended questions would be the most

efficient way to collect data from stakeholder participants. The researcher also

conducted interviews with stakeholder in order to investigate and understand current

issues and experiences confronting organization performance.

3.3.1 Area of the Study

This study was conducted in one of the public organization located in Dar-es- Salaam

at ELWASCO (Magomeni branch). The choice of this study area was due to major

failures which were observed in the areas of water losses, collection efficiency, and
 24

water pressure to customers. Also I selected the place because it was easy to access

some data which were relevant to my area of research. Also Magomeni branch is

located at the city center so it provides useful data for the study since it act as a hub

for water supply in the city.

3.3.2 Population of the Study

The population was heterogeneous, there were senior, junior and other employees,

and their Code of ethics behaviors differ across. In addition their education status

was good and reasonable and thus proved their ability to understand and respond to

the questions accordingly as shown in the table below.

Table 3:1 Population Status

Position Sex Education status

Postgr/
M F Bachelor/Degree Dip Sec
PhD/MSc
Senior officer 8 2 6 2 2
Junior officer 12 6 8 10
Other 46 36 16 56 10
Total 66 44 6 26 68 10
Source: Research findings (2013)

3.3.3 Sample and Sampling Techniques

The population for this study was the employees at ELWASCO Magomeni branch

(Management officers, Operation officers, Accountant, Commercial officers and field

technicians). The currently total number of employees at the branch is 110

employees. The total of 60 respondents was selected by using probabilistic sampling,

in which systematic sampling was involved. After identified the desired participants,
 25

the researcher approached each participant and requested if would be interested in

participating in this study. During the process 60 participants were provided

information about the research proposal.

Table 3:2Samples and Sampling

Position Sex Education Status

Postgr/
M F Bachelor/Degree Dip Sec
PhD/MSc
Management officers 3 2 2 3
Operation officers 2 1 2 1
Accountants 2 8 6 4
Commercial
officers/Customer 2 15 2 11 4
care
Field technicians 7 8 12 3
Total 16 34 2 13 28 7
Source: Research findings (2013)

3.4. Data Collection

I collected data by using a questionnaire as well as the survey monkey software. I

also employed semi-structured Interviews, and documentary analysis which was

flexible as well as sensitive to the social content. Relevant data for this study was

from two major sources namely primary and secondary sources of data.

3.4.1. Types of Data

3.4.1.1 Primary Data

Apart from socio-economic characteristics of the survey participants the primary data

comprise of information related to ELWASCO employee’s Code of ethics . The

 26

variables of interest include direct information from ELWASCO employees and this

involved the use of questionnaires during data collection.

The questionnaire used structured questions, consisting six questions and all

questions were structured (close-ended) type and respondents were asked to mark the

appropriate box matching the correct answer. I issued questionnaires to all senior,

junior and other employees so as to avoid any kind of bias in conducting this study

Saunders et al. (2012).

3.4.1.2 Secondary Data

In order to ensure accuracy in the findings the researcher also employed the use of

other secondary sources such as journals, reports, books and other authorized

materials that are supportive to this study so as to enhance the researcher to get right

findings that was helpful in creating favorable environment for organization to

perform Saunders et al. (2012).

I also used documentary review which helped in collection of information from

journals, books, historical information, papers, brochures, websites and official

information.

3.4.2.1 Questionnaire

A questionnaire is a data collection technique in which each person is asked to

respond to the same set of question in a predetermined order Saunders et al (2012).

 27

The questionnaires were to be used to assess the impact of employee’s Code of ethics

to organization performance. The research instruments were constructed after a

thorough review of the available published literature, consultation with employees

and reflection upon the researcher’s knowledge and professional experience.

In this study I used closed ended questionnaires to employees at ELWASCO in such

a way that the respondent answered the questions with a better guide that the data

obtained was easy to process and analyze. Also I used one open ended question to

test the level of understanding about Code of ethics issues.

3.4.2. Interview

Interviews are set of questions that are normally asked to the responded and are

subject to change depending on the comfort of the responded. Saunders et al. (2012).

The interviews took place at a location within the work place of the participants and

lasted between 10 and 20 minutes depend on participant activeness. Most of the

participant felt uncomfortable talking whilst being recorded so the researcher

respected the participant’s wishes and took plentiful shorthand notes instead.

Occasionally the researcher was required to ask the participant to repeat some

information as the researcher did not want to write down information erroneously.

Some of the interview most asked questions was;

i. ELWASCO has experienced major failures in the areas of water losses,

collection efficiency, and water pressure to customers what do you think was

the main causes?

 28

ii. How do you perceived Code of ethics conduct in terms of organization

performance?

3.5 Data Analysis

Data analysis was based on respondent’s answers. Data analysis involved coding,

editing, classification and tabulation of collected data. Both qualitative and

quantitative data were collected. Uses of tables and charts were employed for

quantitative data. Interview summaries was combined and used as a source of

information in this research also was organized according to the way they emerged.

Data which could not be quantified were subjected to content analysis so as to

present the respondents views and opinions. The use of the computer software known

as Statistical Package for social scientific (SPSS 16) was employed.

The analysis was guided by the study objectives and it involved the use of

quantitative methods of data analysis due to the nature of the data that was collected

(Kombo and Tromp 2006). The quantitative analysis in this study was conducted

using SPSS, descriptive statistics such frequencies, cross tabulation, coefficient of

correlation and chart bar was used to obtain the variability and central tendencies of

variables. The results in form of frequency distribution table with number of

respondents falling in a particular attribute and respective percentages were shown.

3.6 Validity of Data

Validity is the most fundamental consideration in instrument development and refers

to the degree that the instrument measures what it claims to measure DeVaus (2002).
 29

There are three basic ways in which to assess the validity of an instrument; criterion,

content and construct validity. The most concern was on was whether the

measurement tool and the items it contained were representative of general

employee’s Code of ethics knowledge which was what the researcher intended to

assess. To tackle the issues of content validity, the researcher approached experts to

examine the questionnaire’s content.

3.7 Reliability of Data

In order to address the reliability of data, the test re-test method of reliability testing

was used. Researcher issued six questionnaires to experienced participants after four

weeks again. The respond from both questionnaires were evaluated and the tool

assessed for consistency and reliability of answers, only one participant loosed

strength further involvement in this testing. In testing the reliability a comparison of

test scores is expressed by a Pearson correlation coefficient (r) and the value which

provided support regarding the tool’s stability as an “r” equal or greater than 0.7 is

considered an acceptable value for a tool to be viewed as reliable Burns, (2007).

3.8 Confidentiality Issues

Research ethics involves the application of fundamental Code of ethics principles to a

variety of topics involving scientific research. There were many Code of ethics issues

to be taken into serious consideration for research. There was a duty to protect the

rights of people in the study as well as their privacy and sensitivity. In this research

ethics was highly considered in constructing interview questions and during the time

to
 30

interview respondents. Openness as to the established questionnaires and interviews

was conducted. That means the researcher was open by introducing the aim of this

research to the respondents before they started to fill the questionnaires and before

conducting the interview.

The confidentiality of information supplied by research subjects and the anonymity

of respondents was respected this is because the researcher assured the respondents

when they provided the information for this research, that the information they

provided was confidential to others.

The participants involved in a voluntary way, free from any coercion. This was

because they were given time to respond to questions free. Moreover, the dignity of

all research participants was respected.

3.9 Building Rapport

The design of the study was casual/effect. This is because it dealt with the study of

the relationship of two variables (employee’s Code of ethics and organization

performance) in which one variable cause effect on another. In this study the

independent variable was employees’ Code of ethics and dependent variable was

organizational performances.

3.10 Policy and Procedure Manual Review

It was necessary for the researcher to review policy and procedure manual review

because employees are accountable for, practicing under all items discussed within
 31

individual area policy and procedure manuals as well as the more general

organization wide policies. The focus of each review was to evaluate the policy and

procedure manuals for any Code of ethics related issues. Each Code of ethics related

policy was examined for the inclusion of conduct guidelines and legal implications of

guidelines. Some of the guides during the policy and procedure review were

mandatory reporting laws, evidence storage and the chain of custody and

documentation guidelines.

From 1990s to date the government of Uasin Gishu has been implementing different

governance reforms with a view to promoting ethics management as a way of

strengthening democracy and efficient and effective public administration. Amongst

the reforms are public service reform programs (PSRP) I and II, establishment of the

code of ethics and conduct for public service of 2005, and the enactment of the public

leadership code of ethics Act No 13 of 1995.

Regardless of different initiatives taken by Uasin Gishu to promote ethics, ethics

management in Uasin Gishu still faces a number of challenges, such as: ethics is

perceived as a personal, ineffective, religious stuff, which could not be enforced and

it is not pertinent to work, information asymmetry, whereby the public is not well

informed on Code of ethics issues, and lack of mechanism at the goodness of making

a distinction between the business activities of public leaders with those of

governance. In the study “Ethics management as an important aspect of democratic

development and public administration” a case study of Uasin Gishu. The modern

democratic state in all its forms is the current bedrock of public leadership. The
 32

attributes of such leadership can only be grasped by understanding the design of the

modern state. However in Uasin Gishu ethics management was aimed in enhancing

democratic development and efficient and effective public administration.

 33

CHAPTER FOUR

4.0 RESEARCH FINDING ANALYSIS AND DISCUSSION

4.1 Introduction

This chapter presents research findings as analyzed from the data collected. For the

purpose of simplifying the analysis and presentation of the findings, the analysis

have been done take into account the research questions that were to be answered to

meet the need of each research objective, and the results of the findings have been

presented in the manner that is logical and based on research objectives. Finally the

results have been used for discussion and recommend what needs to be done as the

way forward.

On the basis of the results control, age and sex variables were treated as covariate to

reduce error variance Adebayo, (2005).

4.2 Cross Tabulation Analysis and Interpretation

I decided to group age into three groups, group one was the age below 30 who I

believed to be newly employees with different views as well as fresh blood from

schools (graduates). The second group was between 31 -45 years who were

employees with a lot of expectations, experience and highly need to achieve from job

and employees above 40 years who were participants with a lot of experience with

job satisfaction and highly committed to the job, in order to evaluate perception

according to the age factor also age and sex was necessary to see how people of

different age and sex responded in terms of ethics and their result were as follows;
 34

4.2.1 Age and Gender

The figure 4:1 (Below) summarized the demographic profile of the respondents. It

revealed that employees with the age below 30 were eight male and 17 female which

make a total of 25. At the age range 31 – 45 years there were eight male and nine

female which make a total number of 17 employees. Those with the age of above 45

were only eight female. This makes the total of 16 male and 34 female. The useful

these two variables show that respondent’s opinion varies with age and sex as 95

percent of the respondents who were above 45 years suggested that the organization

should revise organization ethics policy in order to enhance its performance. Also the

opinion on employee’s Code of ethics to organization performance revealed that

females are more Code of ethics 85 percent than male 15 percent.

Figure 4:1 Age and Gender

Source: Researcher (2013)

 35

4.2.2 Age and Code of ethics Conduct Awareness

From the figure 4:2 below, 25 employees (50%) of the total population, with the age

below 30 agreed that organization treat Code of ethics conduct as a serious matter,

eight employees (16%) between (31 - 45) years strong agreed and nine employees

(18%) agreed that they are aware on Code of ethics behavior. And eight employees

(16%) neither agreed nor disagreed.

Figure 4:2 Age and Code of ethics Awareness

Source: Researcher (2013)

4.2.3 Age and Organization Policies Adherence

On the other side nine employees (18%) with the age below 30 agreed that

organization gives positive support on Code of ethics policies adherence, on the

other side eight employees (16%) were not able to describe it at all and another eight
 36

employees (16%) disagreed. Eight employees (16%) with the age range (31 - 45)

strong agreed and nine employees (18%) agreed on that organization gives positive

support on Code of ethics policies adherence. And eight employees (16%) agreed on

that organization gives positive support on Code of ethics policies adherence (Figure

4.4) below.

Figure 4:3 Age and Organization Policies

Source: Researcher (2013)

4.2.4 Age and Changes on Code of ethics to Organization Performance

Nine employees (18%) with the age below 30 agreed that changes of employees’

Code of ethics conduct will affect organization performance, on the other side eight

employees (16%) agreed and another eight (16%) were not able to describe it at all.

Also 17 employees (34%) with the age range (31 - 45) agreed and eight employees

(16%) with the age above 45 years agreed that changes of employees’ Code of ethics

conduct will affect organization performance, (figure 4:5).

 37

Figure 4:4 Age and Changes of Code of ethics

Source: Researcher (2013)

4.2.5 Age and Code of ethics Effects to Organization Performance

Figure 4:5 (below) reveals that 17 employees (34%) with the age below 30 agreed

that Code of ethics has impact on organization performance, and eight employees

(16%) disagreed on that. Eight employees (16%) with the age between 31-45 agreed,

and nine (18%) disagreed. Eight employees (16%) with the age above 40 were not

able to describe it at all.

 38

Figure 4:5 Age and Code of ethics Effects to Organization Performance

Source: Researcher (2013)

4.3 Measure of Relationship (Pearson Correlation Coefficient)

There are several methods of determining the relationship between variables, the

following were analyzed; does there exist association or correlation between the two

or more variables? If yes of what degree? another is if there is any cause and effect

relationship between the two variables in case of the bivariate population or between

one variable on one side and two or more variable on the other in case of multivariate

population? If yes, of what degree and in which direction?

Karl Pearson's coefficient of correlation (r) was used to measure the degree of

relationship between the variable. The value of r lies between ±1. Positive value of r
 39

indicates positive correlation coefficient between the variables, whereas negative

value of r indicates negative correlation. A zero value of r indicates that there is no

association between the two variables. Where r = (+) 1, it indicates perfect positive

correlation and when it is (-) 1, it indicates perfect negative correlation. Saunders et

al (2012). The following were findings and analysis from research;

4.3.1 Age and Other Variables

Table 4:1 reveals that there was a significant positive relationship between age and

the awareness of employees Code of ethics to organization performance as the

correlation coefficient (r ) was = 0.383 and positive relation between age and the

necessity of Code of ethics in achieving an organization objectives as the correlation

coefficient (r ) was = 0.374, the relationship however was significant negative

between age and adequacy of Code of ethics management in enhancing organization

performance as the correlation coefficient (r ) was = -0.543.

Extending the relationship to other variable apart from above, the results show that

there was a slightly weaker positive relationship between age and gender since r =

0.149, but a bit stronger than that of age and employees Code of ethics behavior in

enhancing organization performance, furthermore, correlating was observed that r=

0.031 which is still a weak positive relationship.

4.3.2 Gender and Other Variables

Table 4:2 reveals that there was a significant strong positive relationship between

gender and the awareness of employees Code of ethics to organization performance

 40

as the correlation coefficient (r ) was = 0.606 and positive relation between age and

the necessity of Code of ethics in achieving an organization goals as the correlation

coefficient (r ) was = 0.541, the relationship was, however weak (negative) between

gender and adequacy of Code of ethics management in enhancing organization

performance

as the correlation coefficient (r ) was = -0.133, but a bit stronger than that of gender

and employees Code of ethics behavior in enhancing organization performance,

furthermore, correlating was observed that r= -0.024 which is still a weak negative

relationship. Extending the relationship to other variable apart from above variables,

the results show that there is a slightly weaker positive relationship between gender

and age since r = 0.149.

4.3.3 Awareness of Employees Code of ethics to Organization Performance

and Other Variables

The research question tried to examine the level of awareness on employee Code of

ethics conduct to organization performance and the results reveals that (Table 4:3),

there was a significant strong positive relationship between the awareness of

employees Code of ethics to organization performance and gender as the correlation

coefficient (r) was = 0.606 and positive relation with age as the correlation

coefficient (r) was = 0.383.

Extending the relationship to other variable apart from Code of ethics conduct

awareness and age, the results show that there was a slightly positive relationship

between the
 41

awareness of employees Code of ethics to organization performance and Code of

ethics conduct description, since r = 0.305. On the other hand there was no

correlation between the awareness of employees Code of ethics to organization

performance and effect of employee’s Code of ethics since the correlation

coefficient (r ) was = 0.000.

4.3.4 Adequacy of Ethics Management in Enhancing Organization

Performance and Other Variables

Table 4:1 reveals that there was a positive relationship between the adequacy of

ethics management in enhancing organization performance and changes on

employee’s Code of ethics conduct as the correlation coefficient (r) was = 0.308 and

slight positive relation with awareness on Code of ethics conduct as the correlation

coefficient (r) was = 0.305, the relationship was, however, significant negative with

age as the correlation coefficient (r) was = -0.543.

4.3.5 Employees’ Code of ethics Behavior in Enhancing Organizational

Performance

and Other Variables

Table 4:1 reveals that there was a significant positive relationship between

employee's Code of ethics behavior in enhancing organizational performance and

impact on Code of ethics conduct as the correlation coefficient (r) was = 0.690 and

positive relation with organization gives positive support on Code of ethics policies

as the correlation coefficient (r) was = 0.308 On the other hand there was no

correlation between employee's Code of ethics behavior in enhancing organizational

performance and awareness on Code of ethics policies. Since the correlation

coefficient (r) was = 0.000.

 42

4.3.6 Necessity of Code of ethics in achieving organization performance and

other variables

Table 4.1 reveals that there was a significant positive relationship between the

necessity of Code of ethics in achieving organization objectives and changes of

employees’ Code of ethics as the correlation coefficient (r ) was = 0.690 and also the

correlation was significant positive with gender as the correlation coefficient (r) was

= 0.541, however the relationship was, positive with age which was = 374.

Table 4:1 Pearson Correlation Coefficients

Age Gender OTECSM OPSEP CEE ECIOP

** ** **
Age Pearson Correlation 1 .149 .383 -.543 .031 .374
Sig. (2-tailed) .303 .006 .000 .832 .007
N 50 50 50 50 50 50
** **
Gender Pearson Correlation .149 1 .606 -.133 -.024 .541
Sig. (2-tailed) .303 .000 .356 .871 .000
N 50 50 50 50 50 50
** ** *
OTECSM Pearson Correlation .383 .606 1 .305 .000 .223
Sig. (2-tailed) .006 .000 .031 1.000 .120
N 50 50 50 50 50 50
** * *
OPSEP Pearson Correlation -.543 -.133 .305 1 .308 -.136
Sig. (2-tailed) .000 .356 .031 .029 .346
N 50 50 50 50 50 50
* **
CEE Pearson Correlation .031 -.024 .000 .308 1 .690
Sig. (2-tailed) .832 .871 1.000 .029 .000
N 50 50 50 50 50 50
** ** **
ECIOP Pearson Correlation .374 .541 .223 -.136 .690 1
Sig. (2-tailed) .007 .000 .120 .346 .000
N 50 50 50 50 50 50
**. Correlation is significant at the 0.01 level (2-

tailed). *. Correlation is significant at the 0.05 level (2-

tailed). Source: Researcher (2013)

 43

4.4 Frequency Analysis

4.4.1 Areas of Awareness of Employees Code of ethics Conduct to

Organization

Performance

The information obtained from the data gathered reveal that eight employees (16%)

were strongly agreed that they are aware on the relationship between employees

Code of ethics to organization performance, and 34 employees (68%) agreed on that.

On the other hand eight employees (16%) were not able to describe it at all. (Table

4:2 below) shows the results from respondents

Table 4:2 Awareness of Employees Code of ethics

Valid Cumulative
Frequency Percent
Percent Percent

Strong agree 8 16 16 16

Agree 34 68 68 84
Valid Neither agree
8 16 16 100
nor Disagree

Total 50 100 100

Source: Researcher (2013)

4.4.2 Adequacy of Ethics Management in Enhancing Organization

Performance

Since the information obtained shows that there are eight employees (16%) who

strongly agreed that organization give positive support in enhancing the awareness of

its Code of ethics policies to its employees, 26 employees (52%) agreed on that. On

the other side eight employees (16%) were neither agreed nor disagreed while

another
 44

eight employees (16%) disagreed, this suggests that, such knowledge and skills have

not been widely enhanced in the organization.

Table 4:3 Adequacy of Code of ethics Management in Enhancing

Organization

Performance

Valid Cumulative
Frequency Percent
Percent Percent
Strong
8 16 16 16
agree
Agree 26 52 52 68
Neither
Valid agree nor 8 16 16 84
Disagree
Disagree 8 16 16 100

Total 50 100 100

Source: Researcher (2013)

4.4.3 Examining Whether Changes in Employee's Code of ethics Behavior Will

Enhance Organizational Performance

Table 4:4 below shows that nine respondents (18%) strong agreed and 33

respondents (66%) agreed if efforts are made to change employee’s Code of ethics it

will affect the performance of organization. Only eight respondents (16%) were not

able to describe it at all. This implies that a total number of respondents suggested

that, changes of Code of ethics in organization will affect organization performance.

Apart from the situation revealed respondents suggested the strategies to be taken in

order to change employees’ Code of ethics .

 45

Table 4:4 Examine Employees Code of ethics

Conduct

Valid Cumulative
Frequency Percent
Percent Percent
Strong agree 9 18 18 18
Agree 33 66 66 84

Valid Neither agree

8 16 16 100
nor Disagree

Total 50 100 100

Source: Researcher (2013)

4.4.4 Necessity of Code of ethics in Achieving Organization Performance

Table 4.5 below shows that 34 % of the respondents strong agreed that Code of

ethics of individuals in organization have Effects on its performance, while16%

agreed on that. On the other side 16% were not able to describe it at all, while 34%

disagreed. While others have different views on this, such different view could also

be attributed to lack of knowledge and skills that challenge their perception of the

necessity of Code of ethics in achieving organization objectives.

Table 4:5 Necessity of Code of ethics to organization performance

Valid Cumulative
Frequency Percent
Percent Percent
Strong agree 17 34 34 34
Agree 8 16 16 50
Neither agree nor
Valid 8 16 16 66
Disagree
Disagree 17 34 34 100
Total 50 100 100
Source: Researcher (2013)
 46

4.5 Discussion

This Study intended to ascertain whether employees Code of ethics has Effects to

organization performance. It has been found that there was a significant positive

weak relationship between employees Code of ethics has Effects to organization

performance and a positive weak relationship in other variables. In contrast, when the

relationship was narrowed down to the streams that make up the studied group the

relationship was realized to be greater in unCode of ethics behavior stream than Code

of ethics behavior Research revealed that there was a weak positive relationship

between employee’s Code of ethics and organization performance and that this weak

relationship cannot be ignored in Code of ethics for it is significant at 0.01 levels and

insignificant in other variables such as organization policies, regulatory agencies and

other stakeholders.

The same result was obtained in the study done in Singapore by Chye (2004) the

results indicated there was significant and positive links between Code of ethics

behavior and career success within the organization and job satisfaction also the

findings reveal that there is association between ethics and organizational

commitment.

It is evident from the study that employees’ Code of ethics plays a role but not a

major and dominant role in organization success, and if management would improve

Code of ethics conduct of individuals among other things, organization would be

successful in its performance. The same results obtained in the research which was

done in Australia by Michael, (2005) that three conditions were essential for

developing an Code of ethics corporate culture, these are;

 47

CEOs were ultimately responsible for the Code of ethicsity of their organizations;

formal training programs were necessary to impart the required knowledge; and

formal mechanisms were essential to facilitate the reporting of any behavior of

organizational members that was deemed to be wrong, unCode of ethics or illegal

Nevertheless, the positive relationship observed from the study means that the

increase of one variable leads to an increase in the other. In a way, it is like saying

that unCode of ethics conduct is tantamount to poor organization performance

because of the realized connection between these variables, although the connection

is not strong because the non-Code of ethics factors seem to relate or to correlate

much with organization performance than Code of ethics .

Data from interviewed participant revealed that 85 percent said that major failure

were result of poor ethics management strategy and 12 percent said failure in

organization was the result of technical problems. In respond to another question 82

percent perceived Code of ethics conduct in organization is inadequate, while 18

percent perceived Code of ethics was adequate.

In addition, the results from interviewed participants revealed that there is a positive

relationship between the employee’s Code of ethics and organization performance as

most of the interviewee blamed that individuals are unCode of ethics because the

management has failed to enhance proper system of manage Code of ethics . Also

interviewee revealed some of the senior leaders have been involved in corruption

scandal which resulted to that failure to comply with 81% of the set performance

targets. This implies that if organizations will put serious efforts to improve Code of

ethics
 48

conduct of individuals by adhered to standards of conduct, certain norms of conduct

when dealing with each other better performance would be expected from the

organization. On the other hand, a weak positive relationship revealed from the study

shows that employees are unCode of ethics because of their weaknesses in ethics.

This is to say, the government should devote itself seriously to improve organization

performance if at all Uasin Gishu wants to continue with public organization as a

reliable service provider, otherwise employee’s Code of ethics conduct will not be

effectively. Eventually, there will be perpetual poor performance of organization as

according to The Water Utilities Performance Report (2010/11). It is important to

remember that, even where the analysis would have shown a strong perfect

relationship, meaning that employee’s Code of ethics is strongly correlated to

organization performance this would not justify, ELWASCO has revealed that

because it is obvious as explained by previous studies.

The findings of this study confirm previous research done in some other parts of the

world: USA, Europe, and West Africa to a little extent. The studies generally found a

positive correlation Chye, (2004); Kehinde, (2010) and in others a weak positive

correlation.

By and large, with regard to the developed assumption the findings of the study can

be summarized as follows: First, there is a positive significant weak correlation

between employee’s Code of ethics conduct and organization performance. Second,

it has been realized that there is more positive correlation between Code of ethics

conduct and changes of employee’s behavior.

 49

According to these findings, one could be made to believe that poor performance in

public organization (ELWASCO) was a consequence of poor ethics management in

organization or it could be true that poor performance in organization was because of

adherence to informal codes known as norms which were characterized mainly by

isolation and solidarity. Chye , (2004). Thus, unCode of ethics conduct was only one

of the factors that was used in explaining on poor performance in public

organizations, it should therefore, be understood that poor performance is interplay of

several factors and not as how the public sees it, and a large number blame on Code

of ethics conduct only.

Basing on the study we can realize that organization performance can largely be

explained basing on factors other than unCode of ethics factors like governing

policy, economic factor and other control agencies. This implies that if organization

will put serious efforts to improve Code of ethics of employees’ better performance

would be expected.

It is obviously known that there is no way organization can deny that Code of ethics

conduct is an essential tool of organization outcome and is pivotal to all activities

that are taking place in the organization. The world for many years and Uasin Gishu

in particular, has been emphasizing on a paradigm shift from traditional approaches

to modern approaches methods of enhancing effective Code of ethics programme.

Basing on the study we can realize that poor performance of organization can largely

be explained basing on factors other than unCode of ethics behavior; factors like
weak foundations from recruitment, poor training and external factors. These

shortages,
 50

together with many others help in explaining the prevailing poor performance in

some of the organization.

 51

CHAPTER FIVE

5.0 CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter provides a summary of findings; conclusion of all works performed in

this study report and experienced elements as recommendation for others who will be

concerned in undertaking a similar research title and the society in general.

5.2 Summary of the Findings

This research attempted to explore the relationship between employee’s Code of

ethics to organization performance particular ELWASCO. An interesting finding

was that there is a significant positive relationship between employee’s Code of

ethics conduct and organization performance (r=0.308), but significant at 0.01 level.

The summary of the findings were as follows;

5.2.1 Awareness of Employees Code of ethics to the

Organization

Performance

The information obtained from the data gathered reveal that only 16 percent strongly

agreed that they were aware on the relationship between employees Code of ethics to

organization performance, and 68 percent agreed on that. Also the other hand 16

percent were not able to describe it at all. On the other hand during interview some

respondents (18 percent) shown that they were not aware on Code of ethics . This

reveals that some employees misbehaved because they lack awareness on Code of

ethics conduct, the organization should sensitize the awareness of Code of ethics in

order to enhance organization performance.

 52

5.2.2 Adherence Towards Code of ethics as A Parameter of Organization

Performance

From the data it shows that 18 percent strong agreed that changes in employee’s

attitude will fever organization performance, 66 percent agreed if efforts are made to

change employees Code of ethics it will affect the performance of organization.

Only 16 percent were not able to describe it at all. This implies that a total number of

respondents suggested that, changes of Code of ethics in organization will affect

organization performance. Apart from the situation revealed respondents suggested

the strategies to be taken in order to change employees’ Code of ethics .

The results show that employee’s Code of ethics is in line with the organization’s

performance. Strategic goals are important for future performance.

5.2.3 Dissemination of Skills and Knowledge on Code of ethics by the

Organization

The findings shows that there were 16 percent who strongly agreed that organization

give positive support in enhancing the skills and knowledge on Code of ethics

conduct to its employees, while 52 percent agreed on that. On the other side 16

percent were neither agreed nor disagreed while another 16 percent disagreed, this

suggests that, such knowledge and skills have not been widely enhanced in the

organization.

From interviewed participants’ researcher found that some (32 percent) were not able

to describe organization Code of ethics policy, this shows that the management has
not well implement ethics policy skills among individuals. It is necessary to enhance

and
 53

review Code of ethics skills and knowledge for better organization performance. On

the basis of the results and discussion, it is recommended that public organization

should adopt Code of ethics so that cultivated among the employees from the initial

stages of their work.

5.3 Conclusion

The soundness of organization performance is important for economic development

of a country; basing on the services rendered to the community contributes in

stimulating economic opportunities to be realized. The employees Code of ethics is

the crucial part for the success of the organization to achieve its goals and objectives.

The study revealed that organization has great challenge concerning with Code of

ethics issues.

The assessment therefore, concludes that organization performance is interplay of

several variables and that employee’s Code of ethics conduct plays a role in

performance but not the major role. Employees thus may agree to be co-operative

and participate in Code of ethics conduct improvement programs. They may at some

stage become involved in these disciplines, thus giving more of themselves in terms

of intellectual and affective contribution, however, requires a higher level of personal

involvement.

Therefore, the study of employees’ Code of ethics contributes to the effort which in

one way or the other makes organization success. The strong relationship between

employees’ Code of ethics and organization performance are critical to achieve and

maintain competitive advantages as a consequence earnings.

 54

5.4 Recommendations

Basing on the views obtained from professionals interviewed, the following

recommendation can help to improve organizational Code of ethics . Decision

makers should set use of Code of ethics as priority towards improving organization

performance by set adequate resources and commitment to achieve this ends.

There is a need for responsible training institutions to enhance training on Code of

ethics so that the graduate professionals can acquire adequate knowledge, skills and

hence appreciate and adhered to Code of ethics .

ELWASCO as the case study should collaborate with responsible agencies so as to

demonstrate the provision of the necessary facilities present and hence impart

knowledge to employees.

It is recommended that, other stakeholders in the industry such as religious and

public institutions dealing with public services should also take a forefront role in

ensuring adequate initiatives are in place to enhance Code of ethics . Hence it is

therefore recommended that the responsible authorities should invest in improve in

working condition since employees Code of ethics is positively connected with

organization performance.

5.5 Implication of the Results

Basing on the study researcher can realize that organization performance can largely

be explained basing on factors other than Code of ethics factors, these are like

governing policy, economic factor and other control agencies. The field of

organization ethics
 55

is rapidly developing core competencies, standards of practice and quality indicators

for ethics case consultation. Organization policies have the potential to influence the

culture and practices of an entire institution, with significant consequences for

customers, families and practitioners. However, an ethics policy can already be

rendered ineffective if the ethics code is inadequately designed. First, a code might

only encompass a narrow set of issues such as conflicts of interest, gifts and

hospitality and use of organization assets, without addressing wider obligations or

commitments to all of the organization's stakeholders. Furthermore, a code might be

compliance-based, simply consisting of a set of rules that the employees are expected

to follow, rather than values-based and providing guidance on how to handle Code of

ethics dilemmas. Lastly, the code might address employee behavior but not the

behavior of directors, and thus exclude the most important decision makers in the

organization.

Organizations should engage all employees, from the CEO down, in initial and

periodical update Code of Conduct training sessions that review internal and external

guidelines and standards. Training efforts should encompass several formats,

including classes delivered by compliance consultants, intranet based tutorials with

compulsory tests, and real-world case studies. Additionally, organization should be

well advised to include these training contents as part of their regular executive

education programs, drive to ensure quality must expand to include all ethics

services, including ethics policy review work.

One of the means of preventing unCode of ethics behavior is to enhance whistle

blower programs in the organization. Whistle blower programs have been central to

numerous governments, legislative and regulatory reform effort in recent year.

 56

Despite significant whistle blowing incentives, few individuals blow the whistle

when presented with the opportunity. Instead individuals often remain fallaciously

silent and in essence, become passive fraudster themselves. No single governance

mechanism has a greater potential to end an ongoing fraud (unCode of ethics

behavior) than whistle blowing. This involves the disclosure by organization

members (former or current) of illegal, immoral, or illegitimate practices under the

control of their employers, to person or organization that may be able to affect action.

In recent years whistleblowers have been responsible for ending some of the largest

frauds such as WorldCom and Enron. Being Code of ethics sometimes requires

swimming against the tide and taking personal risks.

5.6 Limitation of the Study

There are few limitations that were experienced during gathering of data and

information:

First, the researcher faced the problem of inadequate and unreliable data. In some

case data obtained were highly exaggerated due to reasons well known by the source

while in others there was no access to data as everything was treated as a

confidential.

Another problem was that some of the respondents were not ready to cooperate

especially in filling in the questionnaires; they feared that their information would be

disclosed to other people. Also the researcher did not get back all the questionnaires

that were distributed to the respondents. However, the responses received were

sufficient to accomplish the purpose of this study.

 57

5.7 Areas for Future Studies

Although this study has shown the importance of employees Code of ethics for

organizational performance, it does have its limitations. Firstly this study has been

conducted in one public organization (ELWASCO) and was limited to Magomeni

branch only; hence the findings and conclusions drawn from this research are

representative of the public organization context only, it is recommended in future to

include more than one branch. Secondly it would be a fruitful research contribution

to compare the private and public sectors in terms of the incidence. Lastly, this study

also recommends further research to incorporate other moderating variables such as

the legal and regulatory environment and organizational characteristics.

 58

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APPENDIX: Questionnaires

I am a student from The Open University of Uasin Gishu (OUT) pursuing a Master

Degree in Business Administration (MBA). The purpose of this questionnaire is to

collect data concerning my research study. Your contribution is highly valuable in

making the study successful. Assurance is given that your personal information will

be handled confidentially.

Questions;

1. Circle an appropriate age.

A. Between(18 -30)

B. Between(31-45)

C. 46 and Above

2. What is your gender?

Male Female

1 2

3. Please read each statement or question carefully and circle one number which

best describes how does your organization regulates Code of ethics questions.

a) Do you think organization has enhanced awareness on organization Code of

ethics ?

Strong Agree Agree Neither Agree Nor Disagree Disagree Strong Disagree

1 2 3 4 5
 64

b) (B) Do you think Code of ethics behavior of employee can

help to improve

organization performance?

Strong Agree Agree Neither Agree Nor Disagree Disagree Strong Disagree

1 2 3 4 5

c) If efforts are made to change employee’s Code of ethics at

your

organization it will improve the performance of your organization.

Strong Agree Agree Neither Agree Nor Disagree Disagree Strong Disagree

1 2 3 4 5

d) What is your opinion on the impact of employee’s Code of ethics to

organization performance..................................................................................

…………………………………………………………………………………

…………………………………………………………………………………

…………………………………………………………………………………

…………………………………………………………………………………

Thank you very much for your intensive cooperation