“Ethical Face Policies” explores the critical balance between maintaining professional integrity and preserving individual dignity in the workplace, arguing that effective ethical policies must consider employees' sense of “face,” or self-worth.
The book challenges the notion that strict, compliance-based systems are sufficient, highlighting how policies that disregard the human element can backfire, leading to resentment and a reluctance to report misconduct.
It emphasizes that organizations can foster a culture of integrity and safeguard employee dignity by focusing on restorative justice, constructive feedback, and confidential reporting mechanisms.
The book uniquely integrates corporate governance with social psychology, offering practical strategies for creating ethical organizations.
For example, it posits that penalizing mistakes without avenues for learning can be counterproductive.
It progresses from an overview of ethical frameworks to an analysis of the psychological dimensions of “face,” and then presents case studies of successful “ethical face policies.”
Grounded in diverse evidence, including surveys, interviews, and comparative analyses, the book demonstrates how understanding the interplay between integrity and “face” can lead to more effective ethics training programs and a more supportive work environment.
The approach underscores the importance of fostering a culture of trust and respect, moving beyond conventional rule-based enforcement to promote genuine ethical behavior and corporate social responsibility.
