MORAL INTERGRITY

• Bloom (2013)

  • focuses on how human beings developed their moral center
  • roots of morality can be traced back as far the brain of infants and toddlers
  • found out that infants and toddlers exhibits form of EMPATHY and COMPASSION
  • Thinking beyond the personal level = greater empathy and compassion
  • In his view, practicing morality requires both REASONING and the ability to UNDERSTAND others circumstances and ideas
• Purtilo & Doherty (2011)

  • It is a a set of guidelines that assist individuals and groups in determining WHAT THEY SHOULD DO and WHAT THEY SHOULD VALUE.
  • Also, concerned with HOW PEOPLE RELATE TO ONE ANOTHER and HOW THEY LIVE TOGETHER SUCCESSFULLY.
  • Moral decisions are based on traits such as compassion, courage, honesty, respect and humility.
• Personal Morality - "I honor myself and i give others the same honor"

  • Values
  • Duties
  • Action
  • Independently
• Societal Morality - "All people are equal"

  • Culture
  • Geographic
  • Religious
  • Foundation
  • Legislation
• Group Morality 


  Express desirable actions through policies and procedures.
• Turak (2013) - An Entrepreneur and Cooperative Executive

  • He found out that Principles of morality actually supported the success of the monk’s business.
  • Linked their business success to the mission of supporting their monastery.
  • Concept of SERVICE and EXCELLENCE
  • They lived their PRINCIPLE
• Palmer (2000)

  • He believed in AUTHENTIC LEADERSHIP
  • focused on producing GOOD and avoiding HARM
  • “cast less shadow and more light”
• Johnson (2009)

  • devoted an entire chapter of Meeting the Ethical Challenges of Leadership
  • Leadership virtues: courage, integrity, humility, reverence, optimism, and justice.
  • morality requires lifelong learning and personal growth
  • extending one’s moral character by experiencing and overcoming difficulties
• Gilbert (2007)


  Leader's personal integrity:

  • LEGACY, to build a positive moral integrity, go beyond commitment
  • MINDFULNESS, be aware of potential ethical issues
  • CHOICES, have the choice to make ethical decisions or avoid them
• Griffith (1993)

  • believed that HCAs can be both MORAL and SUCCESSFUL leaders
  • also challenges HCAs to conduct the business in a way that foster integrity: action includes designing policies and procedures
  • encourages HCAs to use true participative management
• Purtilo & Doherty (2011)

  • provided advice on survival

  -Principle of BENEFICENCE = KINDNESS & CHARITY

  • suggest HCAs exercise their morality through CIVIL RESPONSIBILITY and BEING MORAL AGENT

  Moral Courage

  • readiness for voluntary, purposive action
• Code of Ethics for HCAs

  • Code = "Codex" meaning Tree Trunk
  • offers a set of guidelines organizations to make good decision in the workplace
  • allows you to set a baseline expectation
• Hippocratic Oath


  Code of Ethics
• Healthcare administrators may have different codes depending on their specific career field:

  • American College of Healthcare Executives ACHE
  • Nursing Home - American College of Healthcare Administration ACHA
  • Public Health - American Public Health Association APHA
• ACHE Code of Ethics

  • primarily ethical duty is to serve those whose seek health care
  • divides responsibilities into 8 areas
• Planning


  Sets the future direction of organizations

  
  

  Ethics Application

  • COMPLEXITY OF THE PLANNING FUNCTION - data integrity
  • RESPECT TO DATA INTEGRITY - collect data appropriately
  • QUALITY AND INTEGRITY OF ANY DATA SET - educate staff
  • QUANTITAVE AND QUALITATIVEE DATA - ensure that all data are of high quality
  • ASSURE VALIDITY OF THE INFORMATION COLLECTED - provide an outside reviewer
• Organizing 


  Deciding what it takes to accomplish the goals of the organization

  Ethics Application

  • ETHICS CHALLENGES - job design
  • ETHICS ISSUE OF JOB DESIGN - rush to creation
  • PRESENTATION ENCOMPASSES CLARITY OF INFORMATION - obviating real issues
  • APPLYING ETHICS TO COMMUNICATION - facilitates successful planning
• Staffing


  Recruitment and hiring efforts; includes documentation of current licensure and training
• Autonomy


  issues begin with the hiring process; there is often a temptation
• Justice


  must treat everyone fairly
• Responsibility


  must provide documentation of licensure
• Influencing or directing


  process of getting the work done; addresses three areas of ethics practice:

  • ethics of "Bossdom"
  • staff motivation
  • effective teamwork
• Ethics of "Bossdom"


  includes one's attitudes toward those employees; considers power based on RESPECT, HONESTY, and FAIRNESS
• Staff Motivation


  begins with the "I-YOU' relationship; easier to keep the mission and goals in forefront
• Effective Teamwork


  consider whether a team is needed and who should be on
• Controlling


  ensures that organizational and objectives are met
• Ethics issues related to the controlling function include:

  • Stewardship - resources are optimized; computer systems help to monitor the use of inventory
  • Patient and Employee Satisfaction - requires analysis and evaluation of patient satisfaction; analyze these reports to assess for compliance with reimbursement rules
  • Justice
• Reimbursement rules


  Indicating that HC providers may receive financial incentives or penalties based on patient satisfaction scores
• Research reveals number of unethical ways to obtain favorable data
• Limiting the size of mailings


  1. Administrators get smaller return

  2. Allows administrators to claim higher levels of patient satisfaction based on only a small sample
• Timing of surveys

  1. If the administrator does infrequent surveying, some of the patients who receive surveys long will not remember whether they received good treatment

  2. Patient satisfaction data can be highly inaccurate