KWAME NKRUMAH UNIVERSITY OF SCIENCE AND

TECHNOLOGY
COLLEGE OF AGRICULTURE AND NATURAL RESOURCES
FACULTY OF RENEWABLE NATURAL RESOURCES
DEPARTMENT OF WOOD SCIENCE AND TECHNOLOGY

PKG 356 PROFESSIONAL ETHICS

LECTURE NOTES

MAY 2023
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 ALL RIGHTS RESERVED
Without the authors' prior consent, no portion of this book may be duplicated,
stored in a retrieval system, or communicated using any type of technology,
including electronic, mechanical, photocopying, recording, or other methods.

AUTHORS
Dr. Kwadwo Boakye Boadu - Lead
Prof. Kojo Agyapong Afrifah
Dr. Rogerson Anokye

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PREFACE
Nearly every professional society has created a code of conduct that its members must adhere to
in order to continue being "members in good standing." Professionals in any sector must
comprehend the ethical issues and standards that apply to their work. Understanding one's
profession's ethics and what is considered to be appropriate ethical behaviour is a component of
the Professional Ethics course. The fundamentals of professional ethics will be looked at in this
course. The purpose of the lecture notes is to give students a general overview of the key topics
covered in this course. For ease of understanding, the course is divided into five modules.

Course Objective
Students who take this course will have a foundational understanding of professional ethics. The
course seeks to familiarize students with the process of making ethical decisions in order to support
their overall ethical growth.

Learning Outcome
At the end of the course, students will be able to:
1. Show appropriate behaviour in social settings linked to their jobs;
2. Express an understanding of workplace etiquette;
3. Connect ethical ideas and resources to moral issues in their professions;
4. Bring ethical analysis and reasoning to bear on a number of ethical issues and conundrums
throughout the chosen spectrum of professions.

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Suggested Reading Materials
1. Martin, M.W. and Schinzinger, R. Ethics in Engineering. 4th Edition. McGraw-
Hill, Inc., 2005.
2. Fisher, C. Decoding the ethics code. 3rd Edition. Thousand Oaks, California: Sage
Publications, 2013.
3. Nielsen, J. Effective Communication Skills. Corporation, 2008.
4. Molloy, John T. New Woman’s Dress for Success Book. New York, New York: Warner
Books, 2002.
5. Morem, S. How to Gain the Professional Edge: Achieve the Personal and Professional
Image You Want. Ferguson Publishing Company, 2005.
6. Knapp, S.J., Gottlieb, M.K. and Handelsman, M.M. Ethical dilemmas in psychotherapy:
Positive approaches to decision making. Washington. DC: American Psychological
Association. 2015 (ISBN 9781433820120)
7. Navarijo, E. An illustrated guide to Business Casual, Academic Casual, and Academic
Professional clothing attires. Washington State University. 2010

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 COURSE OUTLINE

Page
Module 1: Workplace ethics 6
1.1 Introduction to Ethics
1.2 Basic Ethical Principles at the workplace
1.2.1 Truthfulness and Confidentiality
1.2.2 Autonomy
1.2.3 Informed consent
1.2.4 Beneficence and Non-maleficence
1.2.5 Justice
1.3 Importance of Ethics at the workplace
1.4 Unethical business activities
1.5 How Organizations Influence Ethical Conduct

Module 2: Workplace rights and responsibilities 12

2.1 Rights and responsibilities
2.1.1 Definition of rights and responsibilities
2.1.2 Classification of rights and responsibilities
2.2 Conflict of interest
2.2.1 Definition of Conflict of interest
2.2.2 Common types of conflict of interest at the workplace

Module 3: Dressing professionally at the workplace 15

3.1 Introduction to professional dressing
3.2 Guidelines for dressing professionally at the workplace
3.3 Types of professional attires
3.4 The meaning of colour in professional dressing

Module 4: Managing boundaries and multiple relationships at the workplace 20

4.1 What are Personal Boundaries?
4.2 What are Professional Boundaries?
4.3 Maintaining Professional and Personal Boundaries
4.4 Socializing at work with clients

Module 5: Organizational loyalty 22

5.1 What is organizational loyalty?
5.2 A Duty of loyalty
5.3 Antecedents of loyalty
5.4 Loyalty and Confidentiality

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 Module 1: Workplace ethics

1.1 Introduction to Ethics

Ethics can be summed up as a set of moral precepts. They have an impact on how people live their
lives and make decisions. Ethics, often known as moral philosophy, is the study of what is right
for individuals and society. The term is derived from the Greek word ethos. "Ethos" refers to
custom, habit, character, or temperament. Ethics covers these conundrums:

• how to live a good life

• our rights and responsibilities
• the language of right and wrong
• moral decisions - what is good and bad?

Religions, ideologies, and cultures have all influenced how we view ethics. They inject themselves
into discussions about issues like human rights, and professional conduct. Ethical theories must
impact people's behaviour for them to be practical in practice. In the opinion of some philosophers,
ethics does this. They contend that it would be unreasonable for a person to decide against doing
something if they were aware that doing it would be ethically right. Although their heads may
advise them to act differently, people frequently act irrationally and follow their "gut instinct."
However, thought-provoking tools for moral concerns are offered by ethics.

1.2 Basic Ethical Principles at the workplace

A set of underlying ideals and norms that direct moral behaviour and professional decision-making
are referred to as basic ethical principles. A foundation for acting with integrity, justice, and care
for others; these values include honesty, respect, responsibility, fairness, trustworthiness, and
citizenship. Following these guidelines can support the development of a healthy and moral
workplace culture, stakeholder and customer trust, and the success and well-being of both
individuals and organizations.

1.2.1 Truthfulness and Confidentiality

Truthfulness and secrecy are two ideas that you might frequently encounter in your daily practice.
Telling the truth to someone who has a legal right to know it is being truthful. The idea of
confidentiality encourages you to preserve any knowledge or information that a person has the
legal or ethical duty to keep private a secret. An employee will be free to discuss delicate topics
with management if they are convinced that they will always work with the ethical principle of
secrecy in mind. Since harm will almost certainly result from disclosing the information, there is
a professional obligation to keep it a secret.

There are three types of secrets:

i. Natural secret: Information that is harmful by nature if it is revealed is a natural secret.
Such findings can endanger existence or cause embarrassment.
ii. Promised secret: Information that we have pledged to keep secret and, if broken, causes
public distrust.
iii. Professional secret: Knowledge that, if disclosed, would be harmful to the client, the
profession, and the society that uses the profession's services. Since its violation could
result in the most harm, a professional secret is the most serious of all secrets.

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1.2.2 Autonomy
Another ethical principle is autonomy. The right to self-determination, independence, and the
freedom to make one's own decisions is referred to by this phrase. The idea of autonomy in a
corporate setting primarily refers to an organization's or stakeholder's ethical duty to respect the
clients' freedom to make decisions about their own well-being. There are instances, nevertheless,
where a person's autonomy or freedom of choice may be limited out of concern for the general
welfare of the community. The phrase "autonomy" is also known as "respect for persons." Respect
for people includes two moral principles:
i. Individuals ought to be recognized as free agents, and;
ii. People with limited autonomy have a right to protection.

Thus, the moral requirement of respect for persons is divided into two distinct moral imperatives:
i. The necessity to recognize autonomy, and
ii. The need to safeguard those with lowered autonomy.

Giving weight to people's carefully researched ideas and decisions while abstaining from
interfering with their actions unless they blatantly harm others is what it means to respect
autonomy. The requirement of informed voluntary consent stems from this concept.

1.2.3 Informed consent

A service provider must inform customers of the risks, advantages, and available alternatives
before obtaining informed consent for a particular operation or intervention. It is presumed that
the customer can choose voluntarily whether or not to seek service. Organizations have a moral
and legal duty to obtain informed consent. A client's evaluation based on the case's documentation
is implicit in giving informed consent. The legal system mandates that all aspects of informed
consent be documented, including terms and conditions, progress reports, and instruction manuals.

The following components must be included in the informed consent discussion documentation:
1. The nature of the procedure,
2. The risks and benefits and the procedure,
3. Reasonable alternatives,
4. The risks and benefits of alternatives, and
5. Assessment of the client’s understanding of elements 1 through 4.

It is the duty of the service provider to be transparent with the client and avoid making them feel
pressured to accept the provider's terms. The service provider must give a suggestion and explain
why it is a good idea.

1.2.4 Beneficence and Non-maleficence

The word "beneficence" is frequently used to refer to deeds of generosity or kindness that go above
and beyond strict obligations. Beneficence is characterized as an act of kindness, mercy, and
charity with a strong moral imperative to do good to others. All professionals share the
fundamental moral requirement of acting morally. The professional has a duty to always and
without fail support the client's interests and well-being in the context of the professional-client
relationship. Stakeholders are handled ethically when their judgments are respected, shielded from
damage, and efforts are made to ensure their well-being.

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In contrast to nonmaleficence, which instructs you to "do no harm" to your clients, either
purposefully or unintentionally, beneficence refers to "doing good" for them. To express
beneficial behaviours in this meaning, two generic principles have been created:
1. Do not harm, and
2. Maximize possible benefits and minimize possible harms.

All stakeholders must be secured from harm and have their safety guaranteed. Due to this principle,
it is necessary to determine whether the hazards to the participants outweigh the advantages to the
subjects or to mankind as a whole.

1.2.5 Justice
Make sure your goals are just and don't hurt other people. Don't behave in a way that takes
advantage of other people, their labor, or their errors. Give everyone a chance, and when someone
doesn't, speak up. When making judgments that could affect other people, such as when choosing
to recruit, promote, or even terminate someone, be impartial. Make sure you have written
documentation to support any decisions you make. In any case, seek out and employ the most
impartial techniques.

Also, refrain from discriminating against those with protected characteristics, as this is prohibited.
Take the psychometric tests if you think you might be making judgments with an unconscious
bias. Be fair when using your authority. If you compliment or award a worker, do so honestly and
without favouritism toward any particular individual. Be sure to have a case ready to present if
you need to discipline a worker. Retaliation against employees or applicants is prohibited by law,
including situations where they have made complaints. Be fair to suppliers as well as customers.
If you believe the business erred in a particular situation, don't try to hide it or blame the opposing
party.

1.3 Importance of Ethics at the workplace

1. Promotes trust: Employees are more likely to operate honestly, transparently, and fairly
when they are led by ethical values. As a result, stakeholders, consumers, and workers
become more trustworthy.
2. Improves reputation: Businesses with high ethical standards are more likely to have
favorable public perceptions, which can improve their reputation and brand image.
3. Encourages teamwork: Ethical behaviour encourages employee participation and
cooperation, which improves teamwork and creates a more unified workplace culture.
4. Promotes accountability: By laying out clear expectations for behaviour and
performance, ethical standards enable staff members to take ownership of their activities
and be accountable for their decisions.
5. Enhances decision-making: Ethical principles offer a framework for making challenging
decisions, assisting staff in weighing the benefits and drawbacks of many options and
selecting the most moral course of action.
6. Promotes employee well-being: Organizations that prioritize employee safety and well-
being tend to have happier, more engaged, and longer-lasting employees.

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1.4 Unethical business activities
Unfair, dishonest, and opaque business methods and behaviours are considered unethical. They go
against moral and legal laws. Here are a few instances of unethical business practices:

1. Taking possession of things that are not yours: Taking something that doesn't belong to
you includes using someone else's property without authorization or obtaining anything
under false pretenses. This category of ethical offenses includes even the slightest
transgressions, such as inflating your trip expenses or using the office telephone for
personal correspondence.

2. Making claims you are aware are false: Co-workers sometimes denigrate one another when
vying for progress and promotion. It is lying when someone assigns blame incorrectly or
reports a conversation incorrectly. Even if it's a frequent defense to argue, "This is how the
game is played around here," lying is wrong on moral grounds.

3. Giving or enabling misleading impressions: A salesman has given a false impression if

they allow a potential customer to think that cardboard boxes will hold their tomatoes for
long-distance transportation despite knowing that the boxes are inadequate. Potential
consumers are misled when a car dealer conceals that a vehicle has been in an accident.

4. Buying influence or committing a conflict of interest: A conflict of interest happens when

the prospect for personal benefit influences an employee's or official's performance of their
official duties. Consider a scenario in which a business grants a construction contract to a
company run by the provincial attorney general's father while the provincial attorney
general's office is looking into the business. A conflict of interest exists if this construction
award has the potential to influence how the investigation turns out.

5. Information disclosure or information concealment: The ethical offence of concealing

information regarding the potential harm your product has to customers is failing to reveal
the findings of medical research that show your company's new treatment has substantial
adverse effects. Taking your company's product development or trade secrets to a new job
is considered exposing proprietary information and is unethical.

6. Unfair advantage: Since so many companies exploited consumers who lacked education or
could not understand the subtleties of intricate contracts, many modern consumer
protection regulations were enacted. Businesses misled customers who needed help
understanding the legalese of lengthy, complex agreements, leading to the creation of credit
disclosure rules, truth-in-lending clauses, and new regulations on auto leasing.

7. Inappropriate personal behaviour: Although the moral implications of an employee's right

to privacy are still up for debate, it is becoming increasingly obvious that actions taken
outside work can affect performance and brand reputation. A company driver must
therefore refrain from using drugs or alcohol due to safety concerns. Even the customary
business holiday party and summer picnic have come under investigation because there is

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 a chance that employees may cause harm to others during or after these events due to
alcohol-related incidents.

8. Abusing authority and mistreating people: Let's say a manager harasses a worker or
reprimands or corrects them in front of customers in a humiliating way.

9. Allowing organizational abuse: Organizational abuse is a problem for many companies

with international operations. Child labor, low wages, and long hours are all examples of
how workers are unfairly treated in global operations.

10. Breaking rules: To preserve internal control or respect the authority of management, many
businesses adopt rules and procedures. Although following these guidelines might be
burdensome for employees trying to serve customers, a violation may be considered an
unethical act.

11. Condoning unethical behaviour: What if you saw a co-worker sign a cheque with a fake
signature to steal money from the company? Would you file a report of the violation?
Accepting others' unethical behaviour with a wink is as unethical.

1.5 How Organizations Influence Ethical Conduct

People base their decisions on right and wrong on their particular code of ethics. Their employers'
culture of ethics has an impact on them as well. A company's reputation can be severely damaged
by unethical behaviour, which can be costly for the organization and/or the individuals involved.
Businesses can lessen the likelihood of liability claims by setting a good example, implementing
various informal and formal initiatives, and teaching their staff moral principles.

i. Leading by Example
Employees frequently imitate their managers' behaviour. Within an organization, patterns of
behavior that define what is and is not acceptable are established by leaders and managers. Ben
Cohen maintained a rule that no one could make more than seven times the income of the lowest-
paid employee when he served as president of Ben & Jerry's ice cream. He sought a sense of
equality among all of his workers.

ii. Offering Ethics Training Programs

Organizations offer formal training to raise awareness of dubious business practices and practice
acceptable responses in addition to a mechanism to resolve ethical quandaries. Many businesses
offer some ethics education. The most successful ones start with methods for resolving moral
quandaries. The next step is to show a variety of scenarios to the staff and ask them to choose the
"best" ethical response, according to a recent Ethics Resource Center survey. Most contemporary
businesses provide their staff members with some ethics training.

iii. Establishing a Formal Code of Ethics

Most significant businesses have developed, published, and disseminated codes of ethics. In
general, a code of ethics informs employees of what their employer expects regarding duties and
conduct toward coworkers, clients, and suppliers. Some ethical codes provide employees with a

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comprehensive and in-depth set of rules. Others merely summarise objectives, regulations, and
priorities rather than actual codes. Some businesses frame their codes and hang them on the walls
of their offices, include them as a significant part of employee handbooks, and/or post them on
their corporate websites. Senior management's compliance with the code of ethics and regular
reinforcement of the code to staff will probably favour behaviour.

iv. Whistleblowing
A whistle-blower divulges any knowledge about potential wrongdoing, unethical, or illegal
activity within a business or public entity. Many whistle-blowers have claimed that seeing
injustices in their companies or organizations inspired them to act and end unethical practices.
Other than ethical considerations, other motivating factors include social and organizational
pressures.

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 Module 2: Workplace rights and responsibilities

2.1 Rights and responsibilities

2.1.1 Definition of rights and responsibilities

Right – A right is anything you are legally and morally entitled to, such as the right to fair, moral,
and lawful treatment.
Responsibility – Responsibility is a duty or something you should carry out, such as treating others
with respect.

2.1.2 Classification of rights and responsibilities

Rights and responsibilities can be classified as follows:

1. Legal: According to national law, one has the right to receive equal treatment regardless of
age, gender, marital status, etc.
2. Social: The treatment of employees by companies, such as paying a fair wage, preventing
bullying at work, etc.
3. Environmental: A secure and wholesome workplace. Additionally, the employer is
responsible for making sure they don't harm the local environment.
4. Ethical: Doing what is right, such as treating suppliers and employees fairly and engaging
in fair trade.

In reality, many rights and obligations combine some or all of those above. For instance,
discrimination in the workplace is against the law as well as unethical.

Rights of Employees - Employees are safeguarded by law in a number of employment areas, and
employees have the right to:
i. Receive a fair day’s pay for a fair day’s work.
ii. Receive at least the minimum wage.
iii. Receive a contract of employment.
iv. Adequate rest breaks.
v. Work in a safe and respectful atmosphere, free from danger, bullying or discrimination.
vi. Join a trade union.

Responsibilities of Employees - Employees have the responsibility (either by law or morally) to:
i. Carry out their duties as stated in their contract of employment.
ii. Arrive at work on time.
iii. Be loyal to their employer and not disclose confidential business information.
iv. Treat customers, co-workers and the employer with respect and ensure they don’t bully or
discriminate against other employees.
v. Follow workplace rules and safety instructions.
vi. Wear any protective equipment and uniform provided to them by the employer.
vii. Attend all training provided by the business.

Rights of Employers - Employers have the right to:

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 i. Decide on the objectives of the business.
ii. Hire suitable staff for their business.
iii. Dismiss dishonest or unsuitable staff.
iv. Expect loyalty from their staff.

Responsibilities of Employers - The responsibilities of the employer are to:

i. Ensure the workplace is safe and has healthy working conditions.
ii. Provide employees with adequate training and adequate gears, if necessary.
iii. Provide employees with statutory holidays and leave, e.g. maternity / parental leave.
iv. Pay agreed wages. They must pay at least the minimum wage to their employees and equal
pay to men and women.
v. Deduct Pay as You Earn (PAYE), Tax Deduction at Source (TDS), and Pay Related Social
Insurance (PRSI) and keep employment records including Revenue payments for each
employee.
vi. Ensure all employees are treated equally in the business and that bullying/ harassment does
not exist. They must not discriminate when advertising, recruiting or promoting staff.
vii. Comply with all employment law and give employees a written contract of employment.
viii. Keep employee records which will help in making decisions about pay rises, promotions
and dismissals. The records shall include relevant personal information, Job application
form/CV, Employee’s behavior record, Timesheets, Employee’s employment contract,
Records of PAYE, Tax deduction, and similar information.

2.2 Conflict of interest

2.2.1 Definition of Conflict of interest
An entity or person has a conflict of interest when their personal (or self-serving) interests collide
with their professional obligations or responsibilities. Such a conflict arises when a business or
individual has a vested interest, such as money, status, knowledge, connections, or reputation,
which calls into doubt their ability to act, judge, and/or make decisions objectively. When such a
circumstance arises, the party is frequently asked to leave and legally obligated to do so.

2.2.2 Common types of conflict of interest at the workplace

i. Self-Dealing: In the corporate sector, self-dealing is the most prevalent conflict of interest.
It happens when a management-level professional accepts a transaction from another
company that is advantageous to the manager but detrimental to the business or the clients
of the business. An example includes working part-time at a company that sells a
competing product or service as your full-time employer.

ii. Giving gifts: Giving gifts is another very frequent conflict of interest. It occurs when a
manager or official of a corporation accepts a present from a customer or another
comparable type of person. Typically, businesses avoid this problem by outlawing gifts
from specific clients to specific employees.

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iii. Insider Trading: Insider trading: When doing professional obligations, a person may get
sensitive information that could lead to problematic situations. Any time an employee uses
this kind of information for their own benefit, there is a serious conflict of interest. Insider
trading is one example of the type of conflict of interest that the financial sector regularly
battles.

iv. Nepotism: Hiring a family member or spouse or treating them well at work (known as
nepotism) might lead to a potential conflict of interest.

v. Posting on social media your company’s weaknesses.

vi. Accepting payment from another company for information about your employer.

vii. Dating or having a romantic relationship with a supervisor or subordinate.

viii. Owning part of a business that sells goods or services to your employer.

ix. Taking advantage of confidential information learned on the job for your own benefit.

x. Cashing in on a business opportunity that your company might have pursued.

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 Module 3: Dressing professionally at the workplace

3.1 Introduction to professional dressing

Even though we would like to think that our skills and abilities get us the job, appearance does
count. First impressions are made within five minutes of meeting someone and help shape all
future impressions, so it is important to dress professionally. The National Association of Colleges
and Employers (NACE) in the USA surveyed 457 employers who recruit new college graduates,
and an overwhelming 92 percent believe a candidate’s overall appearance influences their opinion
about that candidate.

Employees represent their company. Therefore, the way you communicate, dress, and behave,
both inside and outside the company, contribute to others’ perception of you and your company.
The way you look reflects the organization for which you work. When you dress professionally,
you represent your job and employer with acceptable and courteous attire. This can change
depending on the sector, work environment, and established dress codes.

Dress Codes are based on the theory that learning to use socially acceptable manners and
selecting attire appropriate to specific occasions and activities are critical factors in the total
success of an organization. Understanding and employing these behaviours not only improves the
quality of one's life, but also contributes to optimum morale, as well as embellishes the overall
organizational image. They also play a major role in instilling a sense of integrity and an
appreciation for values and ethics.

3.2 Guidelines for dressing professionally at the workplace

The following are guidelines for dressing professionally at the workplace:
i. Adhere to the dress code: Know your company's dress code guidelines and abide by them.
If your workplace doesn't have a formal dress code, you should dress professionally for
your position and sector.
ii. Refrain from wearing too casual attire: Even if your company is reasonably laid-back,
refrain from doing so. Sweatpants, torn jeans, and t-shirts with slogans or emblems fall
under this category. Always consider what message your outfit is sending before wearing
it. Always wear clothing that is pressed and clean.
iii. Present yourself professionally: You can advance in your work by portraying a more
confident and competent image by dressing professionally. If you want to advance,
consider dressing slightly more formally than your coworkers. Avoid wearing clothes that
are transparent or revealing.
iv. Pay attention to fit: Clothing must fit well for a professional appearance. Make sure your
hemlines and sleeves are at the proper length and that your clothes are not excessively tight
or loose.
v. Accessorize sensibly: Be careful not to over accessorize. Accessories give your look a little
flair. Avoid over accessorizing with jewelry or other distracting items. Maintain order and
cleanliness: Make sure your clothes are spotless and pressed. Wearing soiled or wrinkled
clothing is not recommended.
vi. Put on a well – groomed hairstyle. Wear your hair in a conservative style and a natural hair
color.
vii. Do not wear body or facial piercings.

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 viii. Cover any visible tattoos if possible.
ix. Wear shoes that are polished and clean.
x. Wear natural or light makeup.
xi. Avoid wearing strong perform.
xii. Keep nails manicured, neat, and color them in a neutral nail polish if at all

3.3 Types of professional attires

i. Business casual

This is a good business casual option for a man. This option still upholds
a professional image, but is successful at being a more relaxed outfit
without looking like everyday street wear. A dress shirt and tie still look
nice, for example, but a full suit is not necessary in a business casual
environment.

This outfit is an excellent example of the variety of clothing options that a

business casual workplace provides. Tops such as button-down, sweaters,
turtle-necks, and blouses, for example, are suitable for office. This woman
paired a clean, white shirt with a nice sweater. This is a casual look but
she is still presentable and professional. Following the standards of a
business casual dress code, this option is not distracting, offensive, or too
casual – instead, it is perfectly practical for work.

This is a basic look for a business casual workplace. A nice dress shirt can
be worn without a tie, yet looks professional and put together. Dress pants
in a lighter colour can also be another option for a casual environment. A
conservative leather belt adds a nice finish to this basic business casual
outfit for men.

For women, a fitted suit jacket paired with a blouse is appropriate for a
business casual workplace. This is a crisp, professional look, but still
appears relaxed with a more casual vibe.

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 This employee looks great in her business casual outfit. Her shirt is pressed
and fits well, without revealing her chest or stomach. With her sleeves
cuffed, she maintains a casual look that’s just right, and still professional.
This business casual option is polished and comfortable, perfect for a
business casual workplace.

ii. Business professional

A man’s business suit is a standard item for business professional attire.

This suit looks sharp and projects a professional image that also looks great
in the office.

Business suits don’t necessarily have to be black to look professional. You can
express your personal style in choosing lighter colours, or a unique coloured tie,
for example, and still look appropriate for a formal business environment.
However, it is important to remember that your clothes should not attract more
attention than the work you are doing. That said, it is still possible to express
freedom and your own personality in your business formal options and still look
sharp. This is a great example of a business suit that isn’t your basic black suit,
but is still an appropriate professional choice.

A business suit is a great option for women, too. Women have the versatility of
choosing either a pair of dress slacks, or a skirt, with a business suit jacket. As
long as your slacks are formal dress pants and look nice, they are acceptable.
Informal-type pants such as jeans, sweat pants, leggings, spandex, or shorts
should be avoided. If you choose a skirt, it should have a comfortable fit that
looks nice without being too-revealing. It’s always safe to choose a skirt that
hits the knee.

Business formal dress for women can also include a nice, appropriate skirt and an equally
formal blouse. When choosing a skirt, make sure that you can sit comfortably in public.
Miniskirts, for example, or skirts that are short and tight are inappropriate. Blouses such
as dress shirts, sweaters, button-down tops, and turtlenecks are acceptable as long as they
look formal and professional. Casual shirts, such as t-shirts or tank tops, should be
avoided. Also, blouses that are too low-cut or reveal your shoulders or back are not
suitable for a work environment.

Women should also be mindful of their perfume. Overpowering perfume is not welcome
in an office environment. Makeup should look more natural than attention-grabbing.
Tasteful accessories, such as jewelry, scarves, or belts, are encouraged as long as they are
not over-the-top and still look professional.
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 i. Business casual vs Business professional

Source: [Link]

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3.4 The meaning of colour in professional dressing
The colors you wear in professional settings and interviews can affect your mood, energy, and
how others may perceive you. You want to wear colours that portray positive perceptions and
exude confidence, sincerity, and reliability.

Here are colours with their perceived meanings:

i. Red – Action, powerful, passion and energetic

ii. Green – Growth, ideas, vitality and sophistication
iii. Blue – inspires confidence, success and trust. Navy blue is best color for work/interviews.
iv. Gold – Wealth, prosperity, luxury
v. Black – Black looks classic and sophisticated, but perceived as depressing, serious or
intimidating – so add a little color to black suits.
vi. Pink – Compassion, understanding and warmth. Pink or salmon worn by men is seen as a
communicator color.
vii. Brown – Practical and reliable; sometimes perceived as dull
viii. Purple – Inventive, creative, intuitive. Dark purple can be perceived as elegant and
projects authority.
ix. White – Clean, pure, innocent, and simple

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 Module 4: Managing boundaries and multiple relationships at the workplace

4.1 What are Personal Boundaries?

Personal boundaries are the limits a person sets for himself/herself so they don't become overly
enmeshed in the lives of their clients or fall victim to manipulation or abuse from others. They
allow professionals to maintain psychological safety for themselves and their clients, and make
objective decisions about the therapeutic process to most effectively assist clients to achieve their
goals.

Professionals who lack these personal boundaries run the risk of becoming overly interested in
their customers' problems and seeking to "rescue" them from their predicament. Workers can work
with clients to assist them reach their goals, which may involve encouraging them to alter their
situation, even while they are unable to "rescue" their clients.

4.2 What are Professional Boundaries?

Professional boundaries are the organizational, moral, and legal structures that safeguard clients
and employees from physical or psychological harm and support maintaining a secure work
environment.
During the normal course of work, we occasionally encounter difficult situations that can make
upholding these boundaries challenging. For instance, suppose a client:
i. Offers you gifts
ii. Invites you to a social function
iii. Wants to extend your relationship beyond the service provided, e.g., be your friend
iv. Divulges information, which is not relevant to the business goals.

Workers must be aware of their responsibilities, ethical standards, the organization's regulations,
and the code of conduct in situations like these. Employees must communicate the limits of their
roles to clients clearly and strongly. Additionally, they need to understand the proper conduct for
conducting business.

4.3 Maintaining Professional and Personal Boundaries

Setting boundaries for how much personal information we disclose with co-workers, keeping
adequate physical distance, and abstaining from conflicts of interest or favouritism are all
examples of how to preserve boundaries in the workplace. Setting limits on how much time and
effort we spend on work-related activities, establishing appropriate boundaries for our expectations
of and communication with coworkers, and maintaining distinct boundaries between our personal
and professional lives are all examples of maintaining boundaries in a personal context.

4.4 Socializing at work with clients

Socializing with current or past clients should be done with extreme caution. It might be difficult
to perform business while interacting socially with clients, coworkers, or superiors both during
and after hours. Without violating company protocol, there are several things that may be done to
create the correct impression and make the event pleasurable for everyone:

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i. Keep the conversation appropriate. Don't crack jokes at a gathering or party that you
wouldn't crack in the workplace. Team members who are offended may feel uncomfortable
and hurt, and they might not forget that for a while.

ii. Listen more than you talk. When someone truly pays attention to what they have to say,
most individuals feel unique. People may view you as egotistical and self-centered if you
do all the talking. So, before you speak, listen.

iii. Spend time with new people - Company gatherings are excellent opportunities to meet co-
workers, clients, and form bonds with your team. Move around and get to know those who
are connected to the client; this will help the client develop a favorable opinion of your
communication skills.

iv. Be yourself and have fun, but don't let yourself get too comfortable that you say or do
something you'll later regret. Although you might feel more at ease around your coworkers,
this does not mean you should completely lose all self-control. You must continue to
uphold your reputation and earn people's respect. Remember that you represent your
organization, so dress professionally and show consideration for others.

v. Dealing with improper behaviour correctly - If you witness a coworker misbehaving

during the event, you should approach and try to put him at ease. Do not publicly call out
the misconduct because this could spark a dispute that will not be in your favour.

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 Module 5: Organizational loyalty

5.1 What is organizational loyalty?

A worker's dedication and commitment to their employer or organization is referred to as
organizational loyalty. It is a gauge of how attached, trusted, and loyal a worker is to their
company, and it frequently manifests in their behaviour, attitudes, and actions. Organizational
loyalty is a complex idea that can take many different forms, such as loyalty to the organisation's
mission and values, loyalty to coworkers and superiors, loyalty to particular projects or initiatives,
and devotion to the business's long-term success. As a result of their increased productivity,
engagement, and job satisfaction, loyal employees tend to do better work, which can improve
organizational performance and reduce turnover.

5.2 A Duty of loyalty

Putting out our best effort and working hard are duties we owe to our employers. Loyalty, on the
other hand, is more elusive and difficult to describe. Since most employees do not have
employment contracts, there might not be a formal agreement outlining the parties' obligations.
Instead, the laws governing an employment relationship are frequently derived from the state's
common law of agency.

The common law's representation of obligation is the duty of loyalty, which calls for a worker to
refrain from acting in a way that is inimical to the employer's interests. This obligation establishes
some fundamental guidelines that workers must adhere to while at work and gives employers legal
recourse if they are broken.

In general, the duty of loyalty entails that an employee must provide "loyal and faithful" service
to the employer, behave in "good faith," and not compete with the employer's interests but rather
advance them. In particular, where doing so will result in a conflict of interest with the employer,
the employee must refrain from acting in a way that is in their own (or any other third party's) best
interests.

Most states' common law includes a broad principle that prohibits employees from taking on a
second job that would compete with or conflict with their current position without first requesting
and gaining permission from their employer.

5.3 Antecedents of loyalty

1. Implicit social contract - Older workers are projected to work for a single employer for
ten years or possibly their whole careers, relying on an implicit social contract that
rewards lifetime employment. Nine out of ten millennials (91%) say they plan to work at
their current position for less than three years.

2. Working for the current organization is the best option - According to the renowned
consulting company in the US, The Loyalty Research Center, a loyal employee is
"dedicated to the success of the enterprise. Loyal employees don't actively look for other

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 jobs and don't respond to offers since they believe that working for this company is their
best option”.

3. Organizational Care – If there is less confidence in the organization's ability to take care
of you as it once did, loyalty may decline.

4. Loyalty is a two-way street – The implementation of reciprocal obligations and

responsibilities between employers and employees fosters the feeling of loyalty. However,
most employers do not want to be held legally liable to their employees, so they typically
demand that almost all employees be "at will" without any long-term employment contract.
Therefore, when a company claims that a worker is employed at will, it implies that
management has no commitment to the worker over the long term. Employees who believe
they can be fired legally at any time and for any cause may naturally feel less commitment
to an enterprise.

5. Emoluments and career decision – The importance of money in career decisions is one of
the main reasons why the idea of loyalty to an organization is changing at all levels.
Subordinates soon conclude that they should look out for themselves, just like their bosses
do, rather than attempt to gain seniority inside the organization when they witness chief
executive officers (CEOs) and other managers departing to work for the highest bidder.
Switching jobs can often be a way for employees to improve their salaries.

6. Meaning in the work - In addition to compensation, employees look for purpose in their
work, and it is often true that rewards alone do not spur people to greater performance.
Some workers can be encouraged to stay loyal by being recognized and praised for their
contributions and hard work, while others may require more tangible benefits. However, it
is erroneous for managers to believe compensation is not a major factor affecting workers'
job satisfaction. Money is important because workers will probably hunt for a higher-
paying job if their income is insufficient to meet their needs or ambitions.

7. The independent status - In the modern knowledge economy, many people work for
themselves as independent contractors or freelancers. They are not workers in the
conventional sense of the word and may simultaneously accept jobs from one or more
businesses. It makes more sense that they would approach their work as a licensed
professional, completing a job professionally for a client and then moving on to the next
client while maintaining their independence. Since these experts are not employers'
employees, they are not expected to be bonded to them.

5.4 Loyalty and Confidentiality

Many employees encounter information during regular work in the competitive business world
that their employers should legitimately expect them to keep confidential. The corporation must
maintain internal control over its valuable assets, which include proprietary information, the
specifics of patents and copyrights, employee records and salary histories, and customer-related
data. Competitors, trade journals, and the news media should not have access to these assets.

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Employers have the right to demand that their staff uphold their obligation of confidentiality and
protect the privacy of such private information. Occasionally, if there is an employment contract,
the duty of confidentiality derives specifically from it; if not, the duty is still generally owed under
the common law of the agency. Employers also wish to preserve their trade secrets, or knowledge
that has economic worth, since it is kept secret in legal ways but is not commonly known to the
public. Technical or design details, advertising and marketing strategies, and knowledge from
research and development that would be helpful to rivals are examples of trade secrets.

Nondisclosure agreements are frequently employed to prevent the theft of all such information,
most typically only secured by the company's duty of confidentiality and not by intellectual
property law. The central law generally protects registered trademarks (commercial identifiers like
words, designs, logos, slogans, symbols, and trade dress, which is the product's appearance or
packaging). It grants creators copyrights (to protect original literary and artistic expressions like
books, paintings, music, records, plays, movies, and software) and patents (to protect new and
useful inventions and configurations of useful articles). Therefore, trade secrets lack a formal status
and are not as legally protected as registered trademarks and works protected by patents and
copyrights. Due to this, businesses frequently use contracts or employment agreements to protect
trade secrets internally.

Global firms have started utilizing a variety of agreements to add a layer of confidentiality and
guarantee that employees with access to sensitive information won't compete with the company.
At the same time, they work there or for a specified period. Protecting the company's intellectual
property, which is the manifestation of distinctive ideas protected by laws like patents, copyright,
and trademarks, is the stated aim of these agreements.

Employment contracts frequently contain provisions that limit competition and solicitation after
the agreement has ended and demand confidentiality both during and after employment. It is
realistic to anticipate employees to have a fundamental obligation to their employers and a
commitment to safeguard numerous crucial assets, including trade secrets and intellectual
property. Conflict-of-interest laws prohibit current employees from competing with their company
in any way, and ex-employees are prohibited from approaching former clients or coworkers after
leaving their jobs.

In conclusion, it is realistic to anticipate that employees will be willing to defend significant assets,
such as intellectual property and trade secrets, and have a basic feeling of obligation to their
employers. Conflict-of-interest laws prohibit current employees from competing with their
company in any way, and ex-employees are prohibited from approaching former clients or
coworkers after leaving their jobs.

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