Why Moral Injury is a Growing Concern for Employers
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Employees in today’s modern workplaces encounter various obstacles, each of which can adversely impair their overall health and level of productivity. The idea of moral damage is one of these challenges that has received an increasing amount of attention over the past several years. This word, which has typically been employed about members of the armed forces, has recently begun to crop up in discussions concerning business settings. Understanding and resolving moral harm becomes increasingly crucial for human resources departments as companies attempt to provide welcoming and encouraging workplace environments. Michael D. Levitt, an expert on workplace culture who is a member of the Breakfast Leadership Network, highlights the significance of identifying moral damage in the workplace and taking appropriate action to address it.
Determining What Constitutes Moral Harm in the Workplace
According to the definition provided by Michael D. Levitt, moral damage occurs when “an individual feels a deep sense of guilt, shame, or betrayal due to the actions or inactions of others, which contradict their moral beliefs and ethical principles.” Working in a poisonous atmosphere, being exposed to abuses of trust and justice, and witnessing unethical actions are all examples of situations that might lead to this kind of reaction in the workplace. An employee may experience a variety of emotional, psychological, and even bodily symptoms as a result of moral damage, which can have a substantial impact on the business.
The Role of Human Resources in Dealing with Moral Harm
In their capacity as protectors of a company’s culture and the well-being of its workforce, Human Resources departments play a critical position in recognizing, preventing, and responding to instances of moral damage in the workplace. According to Michael D. Levitt, “HR departments need to be proactive and responsive when it comes to fostering a healthy work environment that minimizes the potential for moral injury.” He outlines numerous crucial areas in which human resources may make a difference, including the following:
Fostering the Growth of a Robust Ethical Culture
The first line of defense against moral harm is a robust ethical culture that is established and sustained inside the business. The HR department should collaborate closely with the organization’s leadership to establish clear standards for moral behavior, which an extensive code of conduct should support. “When employees see that their organization values ethics and integrity, they are more likely to feel secure and less likely to be susceptible to experiencing moral injury,” says Levitt. “When employees see that their organization values ethics and integrity, they are more likely to feel secure.”
Promoting Openness in All Forms of Communication
Providing an open and transparent working environment facilitates trust among employees and between employees and management. HR departments are responsible for fostering a climate of open communication and encouraging their workers to feel comfortable voicing any issues they may have without fear of retaliation. According to Levitt’s research, “creating a safe space for employees to voice their concerns is essential in addressing potential issues that could lead to moral injury.”
Offering Educational and Training Opportunities
The avoidance of moral harm relies heavily on Education and training as essential instruments. Employees should be educated regularly about ethical behavior, business values, and their role in preserving a good work culture. HR departments should plan and implement training programs regularly. Levitt recommends that “training should be engaging and interactive, focusing on real-life scenarios that employees might face during their day-to-day work.”
Putting into Practice Reliable Reporting Mechanisms
When adequate reporting procedures are available, employees can report occurrences or concerns linked to ethical breaches or other issues that might lead to moral damage. The HR departments ensure these reporting channels are well-publicized, simple to use, and widely available throughout the business. According to Levitt, who emphasizes the significance of secrecy and anonymity in the reporting process, employees need to feel confident that their concerns will be treated seriously and that they will not suffer bad penalties for coming forward. He says, “Employees need to feel confident that their concerns will be taken seriously and will not face negative consequences for coming forward.”
Taking Appropriate Measures
When situations potentially damaging an organization’s morale are reported, HR departments must evaluate the problem and take appropriate measures immediately. This may entail instituting disciplinary measures against individuals involved in an unethical activity or making structural changes to the organization to prevent repeat episodes. “HR must demonstrate its commitment to addressing moral injury by taking appropriate action and communicating the steps taken to employees,” adds Levitt. “This is the only way to demonstrate HR’s credibility in this area.”
Helping Employees Who Have Been Affected
One of the most essential components of resolving moral injury is assisting employees who have suffered moral harm in the workplace. HR departments are responsible for designing and executing support programs that help employees navigate the emotional and psychological fallout that follows moral damage. According to Levitt, “This might involve providing access to counseling services, implementing employee assistance programs (EAPs), or offering flexible work arrangements to help affected employees cope and recover.”
Keeping an Eye on Things and Making Sure They Get Better Over Time
Finally, human resources departments must monitor the workplace atmosphere to spot problems that might damage employees’ morale. HR may keep aware of the firm’s culture and any areas of concern by conducting departure interviews, regular employee surveys, and maintaining continuing engagement with workers. Levitt emphasizes the significance of continuous improvement by noting that “HR departments must be willing to learn from incidents of moral injury and use that knowledge to refine and enhance their prevention and response strategies.” This is an example of how Levitt believes that HR departments should approach learning from incidences of moral injury.
The Importance of Company Culture in the Fight Against Moral Injury in the Workplace
It is necessary to have a healthy workplace culture to mitigate the effects of moral harm and avoid its occurrence. “Creating a culture that values respect, integrity, and trust can go a long way in minimizing the risk of moral injury in the workplace,” says Michael D. Levitt. “Creating a culture that values respect, integrity, and trust can go a long way in minimizing the risk of moral injury in the workplace.” He cites the following as some of the most important aspects of a healthy culture in the workplace:
Commitment from Leaders A company’s leaders must exhibit ethical behavior since they set the tone for the rest of the business. According to Levitt, “Leaders who model ethical conduct and prioritize employee well-being are likelier to foster a workplace culture resistant to moral injury.”
Empowerment and Autonomy: Giving workers a feeling that they have some degree of control over their tasks can help lower the danger of moral damage. According to Levitt’s research, “empowering employees to make decisions and have a say in their work processes can contribute to a more resilient and morally sound workplace culture.”
Cooperation and Teamwork: Actively encouraging collaboration and teamwork may facilitate fostering a supportive work environment where people feel appreciated and heard. In his article, Levitt says that “a culture of cooperation and mutual support can serve as a buffer against the negative effects of moral injury.”
Recognize and Reward Ethical Conduct and Contributions to the Firm Acknowledging and praising employees for their ethical conduct and contributions to the firm can help to highlight how important it is to keep the workplace ethically sound. Levitt suggests that “organizations should recognize and celebrate employees who demonstrate strong ethical conduct, as this can serve as a powerful motivator for others.” Levitt advises that “organizations should recognize and celebrate employees who demonstrate strong ethical conduct.”
Conclusion
The problem of moral harm in the workplace is intricate and multi-faceted, requiring the attention and dedication of HR departments. HR can contribute to forming a healthy and supportive work environment where people can thrive by proactively avoiding and resolving moral harm. This technique is called a proactive approach. As Michael D. Levitt points out, it is necessary to establish a strong culture in the workplace that prioritizes ethics, integrity, and the overall well-being of employees to minimize the possibility of moral damage and the repercussions of such an injury.
Originally Published on https://www.breakfastleadership.com/
