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South Africa’s current woes are in large part a result of a large-scale breakdown in ethics (both personal and professional) and good governance practices. One only needs to look at the goings-on at Steinhoff, KPMG, Eskom, SARS and VBS Bank to see the impact that unethical behaviour, large scale looting and unchecked business practices have had on the South African economy and on South Africans, whose confidence in the leadership of this country and those in business is at an all-time low.
Payroll fulfils many roles within an organisation. Besides being responsible for employees’ compensation and ensuring that the business complies with various legislations, payroll can also drive engagement with employees. Payroll managers have many hats to wear within a business.
According to the Pew Research Centre, millennials have surpassed all other generations as the largest portion of the global workforce. This fact may be met with trepidation and discomfort from some Generation Xers (or baby boomers, as they are commonly known), who often assume millennials to be entitled, tough to manage, narcissistic, self-interested and an affront to the work ethic that is characteristic of the X generation (Gen-X).
Following a bruising year of corporate scandals, the AEPF Ethical Practices Survey 2018 reveals 1 in 4 believe financial success is more important than doing the right thing - while 25% in public sector say they fear for their lives when reporting wrongdoing.
Being able to speak the truth, without the fear of being intimidated or being politically incorrect is a liberty that sets a person free, both physically and psychologically. However, this attribute is increasingly more difficult to find in the leadership and structures of the ‘new’ democratic South Africa.
Read our exclusive cover story entitled ETHICS | HAVE WE LOST HOPE? by Terrance Booysen, Chief Executive Officer, CGF Research Institute, as well a host of other topical management articles written by professionals, consultants and academics in the August/September 2018 edition of BusinessBrief.
The business risk landscape continues to evolve and has challenged the compliance and ethics efforts of organisations worldwide. PwC's 2018 State of Compliance Study shows how leading compliance and ethics organisations are prioritising cultural impact and embracing technology to increase their effectiveness.
The future Chartered Accountant [CA(SA)] will look a lot different from the CA(SA) of the past, according to Professor Gary Swartz, founder of the Institute of Accounting Science (IAS), but if numbers remain numbers, and formulas remain formulas, what must change for the evolution of the CA(SA)?
I am regularly concerned by just how easily and it may be argued intentionally a Professional Body misinterprets its obligation towards the enforcement of Ethical and Behaviourally acceptable conduct on the one hand, and on the other its obligation to ensure acceptable levels of competency and ongoing personal development to maintain that competent profile. These are neither the same thing, nor are they interchangeable.