Elevating Performance: Unleashing Human Resource Potential through Ethical Excellence at Catholic Relief Services (CRS) in Dar es Salaam, Tanzania

Ruth Lawrence Mwakitalu; Kanty P.F. Mtey

doi:10.51867/ajernet.5.3.106

Authors

Ruth Lawrence Mwakitalu
ruthmwaky@gmail.com
Mzumbe University, Dar es Salaam Campus College, Tanzania
Kanty P.F. Mtey Mzumbe University, Dar es Salaam Campus College, Tanzania

Keywords:

Ethical Excellence, Ethical Principles and Practices, Ethical Culture, Human Resource Performance

Abstract

In today’s rapidly changing global landscape, organizations across various sectors are facing increasing challenges in maximizing their human resource performance while simultaneously upholding ethical standards. This research study explored the effect of ethical excellent in influencing the overall of human resources with focus on a case of Catholic Relief Services (CRS) in Dar es Salaam. Specifically, this study explored the ethical principles and practices, effects of CRS’s commitment on ethical excellence, and ethical culture. The study employed the Virtual Ethics Theory by Aristotle 4^th Century BC, and the Social Exchange Theory by George Homan in 1958. The qualitative approach was employed. Data were obtained primarily through semi-structured interview from all 33 staff of CRS. Besides, analysis involve thematic analysis. Findings revealed that ethical principles and practices implemented in CRS include trust-building, fair conflict resolution, diversity and inclusion, and employee development. The study also found that effects of CRS’s commitment to ethical excellence include mission to lessen suffering, employee involvement in managerial decision, socializing activities, upholding dignity, and problem solving. Additionally, the study found the influence of ethical culture on human resource performance to include guiding and principles, align with values, policies and procedures, and laws and regulations. The study concludes that human resource (HR) managers at CRS emphasizes ethical principles and practices for human resource performance. The study also recommends that major at CRS should put efforts on emphasizing ethical principles and practices for human resource performance. In addition, CRS should further implement frequent monitoring strategies and update them from time to time to ensure that all employees and managers understands and uphold these ethical standards.

Dimensions

REFERENCES

Abdullah, A. (2015). The Impact of Conflict Management on Organizational Effectiveness: A Case Study of Ministry of Higher Education of Jordan. European Journal of Business and Management, 7(36), 75-79.

Al-Musadieq, M., Nurjannah, N., Raharjo, K., Solimun, S., & Achmad Rinaldo Fernandes, A. (2018). The mediating effect of work motivation on the influence of job design and organizational culture against HR performance. Journal of Management Development, 1(2), 14-26. https://doi.org/10.1108/JMD-07-2017-0239

Alharthy, A. A. H., & Marni, N. Bin. (2020). Training Impact on the Human Resources Performance. Journal of Southwest Jiaotong University, 2(2), 24-33. https://doi.org/10.35741/issn.0258-2724.55.3.12

Alqudah, I. H. A., Carballo-Penela, A., & Ruzo-Sanmartín, E. (2022). High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees' performance, and the moderating role of hierarchy culture. European Research on Management and Business Economics, 4(3), 86-94. https://doi.org/10.1016/j.iedeen.2021.100177

Berrone, P., Surroca, J., & Tribo, J. (2007). Corporate ethical identity as a determinant of firm performance: A test of the mediating role of stakeholder satisfaction. Journal of Business Ethics, 76(1), 35-53. https://doi.org/https://doi.org/10.1007/s10551-006-9276-1.

https://doi.org/10.1007/s10551-006-9276-1

Cherian, J., & Farouq, S. (2013). A Review of Human Resource Accounting and Organizational Performance. International Journal of Economics and Finance, 5(8), 74-83. https://doi.org/10.5539/ijef.v5n8p74

Darmawan, D., Mardikaninglish, R., Sinambela, A. ., Arifin, S., Putra, R. ., Harian, M., Irfan, M., Hakim, R. ., & Issalillah, F. (2021). The Quality of Human Resources, Job Performance and Employee Loyalty. International Journal of Psychosocial Rehabilitation, 24(3), 2580-2592. https://doi.org/10.37200/IJPR/V24I3/PR201903

De Oliveira Goes, A. S., & De Oliveira, R. C. L. (2020). A Process for Human Resource Performance Evaluation Using Computational Intelligence: An Approach Using a Combination of Rule-Based Classifiers and Supervised Learning Algorithms. IEEE Access, 3(2), 22-32. https://doi.org/10.1109/ACCESS.2020.2975485

Eke, J., Chika, E., & Odunayo, O. (2020). Conflict Management as a Tool for Increasing Organizational Effectiveness: A Review of Literature. International Journal of Academic Research in Business and Social Sciences, 10(5), 299-311. https://doi.org/10.6007/IJARBSS/v10-i5/7198

Gabcanova, I. (2012). Human Resources Key Performance Indicators. Journal of Competitiveness, 2(1), 44-52. https://doi.org/10.7441/joc.2012.01.09

Gudela, G., & Krogh, G. (2013). Rules and Routines in Organizations and the Management of Safety Rules. University of Göttingen.

Hadji, S., Gholizadeh, P., & Naghavi, N. (2022). Diagnosing of human resource performance management based on lack of ambidextrous learning themes: a case study of public Iranian banking system. International Journal of Ethics and Systems, 1(2), 18-36. https://doi.org/10.1108/IJOES-05-2021-0101

Iyke-Ofoedu, M. I., Uzochukwu, A. C., & Raphael, A. E. (2023). Influence of employees' participation in decision making on organizational performance of selected indigenous firms in Nigeria. International Journal of Multidisciplinary Research and Growth Evaluation, 4(1), 477-494.

Kelemen, R. (2022). Measuring human resources performance using process mining. Central and Eastern European EDem and EGov Days, 6(4), 58-68. https://doi.org/10.24989/ocg.v335.41

Kirsimarja, B. (2017). Building Organizational Trust. Lappeenranta University of Technology and Sonera Research.

Lamunu, E., & Wanyenya, W. (2021). Language Usage and Human Resource Performance in Local Governments in Uganda: A Case of Bududa District. East African Journal of Arts and Social Sciences, 3(1), 12-22. https://doi.org/10.37284/eajass.3.1.271

Miller, C. (2003). Social Psychology and Virtue Ethics. The Journal of Ethics, 7, 365-392. https://doi.org/10.1023/A:1026136703565

https://doi.org/10.1023/A:1026136703565

Mugenda, O.M., & Mugenda, A.G. (2003). Research Methods, Quantitative and Qualitative Approaches. ACT, Nairobi.

Mwangi, J., Reuben, J. M., & Uk, A. (2019). Effects of E-Recruitment and E-Training on Human Resource Performance: A Case Study of Telkom Kenya Core. International Journal of Research Publication (IJRP.ORG), 4(3), 98-112.

Oluwatoyo, A., Opoko, A., & Ezma, I. (2017). Employee Participation In Decision-Making In Architectural Firms. Urbanism. Arhitectură. Construcţii, 8(2), 193-207.

Page, N., Sidra, M., Akinbayo, S., Huey, L., & Stangle, J. (2022). Gender Discrimination. Insight Policy Research, 2(4), 44-66.

Sarwiningsih, E., & Widodo. (2022). The Role of Curiosity Motivation toward Human Resources Performance. Quality - Access to Success, 4(2), 32-44. https://doi.org/10.47750/QAS/23.191.37

Zhao, P. (2022). Research on Enterprise Human Resource Performance Management Innovation in the Era of Big Data. BCP Social Sciences & Humanities, 3(2), 44-55. https://doi.org/10.54691/bcpssh.v16i.463