Human Resources

Definition of the ethics, integrity and honesty competency

The Ethics, Integrity and Honesty Competency focuses on creating an atmosphere of mutual trust and respect, communicating honesty, and acting ethically, with integrity, on a consistent basis. Personal values and actions are consistent with those of the organization.

This competency also involves demonstrating responsibility and commitment to protect the organization’s assets.

Books and manuals

Click on a title to get the book details, including description, from the Library's catalog system.

• Living the Truth by Keith Ablow
• The High-Purpose Company by Christine Arena
• Giving Back by Bert Berkley 
• Responsibility at Work edited by Howard Gardner 
• Integrity at Work by Norman L. Geisler 
• When Principles Pay by G. M. Heal
• Building Character by Gene Klann
• Living into Leadership by Bowen H. McCoy
• Firms of Endearment by Rajendra Sisodia
• Coaching at Work by Matt Somers

Electronic journal and newspaper articles

All electronic journals and newspaper articles can be searched via the County Library's online database.

• (2004). In business, honesty, openness really count. MMR, 21.3: 10.
• Botwright, G. (2007). Get inside your opponent's head by knowing the tactics; you don't need to rely on clever tactics to cajole or maneuver the other party in a negotiation. You just need to know how to counteract them. Grocer, 230.7826: 74.
• Clark, E., and Ross T. (2008). Proving the power of ethical practices. WWD, 18S.
• Hickey, D., and Connolly, S. (2008). Codes of conduct don't always protect reputation. National Defense, 92.650: 50.
• Hickey, D., and Connolly, S. (2007). Ethical lapses provide valuable training tool. National Defense 92.648: 51.
• Krehmeyer, D. (2007). Teaching Business Ethics: A Critical Need; Business schools aren't doing enough to build
• ethics -- as a foundation course and part of other disciplines -- into their curricula. Business Week Online, (Oct 26, 2007).
• Marosi, D. (2000). Trusted employees often have access to overlooked company assets. Business Journal-Portland, 17.41: 59.
• Spencer, R. (2007). Spinning out of control: It is often the least ethical companies that plough the most resources into Corporate Responsibility. Rebecca Spencer delves into four classic cases. New Internationalist, 407: 8.
• Stevenson, P. (2007). Belief or bottom line: corporate sponsorship. Is it just a case of feeling good to give or is corporate sponsorship now a more strategic business decision? Do companies use it to give their image a cosmetic glow or does it reflect core business values? Philippa Stevenson explores the new take on corporate giving. New Zealand Management, 54.3:28.
• Zolkos, R. (2007). Ethical practices are key to industry's success. Business Insurance, 9: 18.