A recent report reveals Gen Z’s propensity for workplace rule-breaking, sparking discussions on generational ethics.
- The LRN Corporation’s report highlights that 23% of global employees condone rule-breaking for job achievement.
- Gen Z employees reported a higher incidence of unethical conduct compared to older generations.
- There is a stark contrast between Gen Z and Boomer’s attitudes towards workplace ethics, with Gen Z 2.5 times more likely to break rules.
- A significant portion of employees did not report observed misconduct due to distrust in organisational justice.
A comprehensive study conducted by LRN Corporation has brought to light intriguing insights into the ethical perspectives of today’s workforce. The report, encompassing data from over 8,500 employees across 15 countries and 13 industries, highlights that nearly a quarter of employees globally believe that rule-breaking is acceptable when necessary to complete work tasks. It also revealed that 14% admitted to violating their company’s code of conduct in the past year.
Particularly notable is the behaviour of Generation Z, the youngest cohort in the current workforce. According to the findings, 22% of Gen Z employees confessed to engaging in unethical actions at work over the past year, a figure starkly higher when compared to just 9% among Baby Boomers. This data underscores a significant generational divide in attitudes towards workplace ethics, with Gen Z being 2.5 times more likely to justify rule-breaking than their older counterparts.
The research underscores the relationship between a strong organisational ethical culture and the reporting of unethical behaviour. Companies with robust ethical environments not only experience reduced instances of observed misconduct but also see a higher likelihood of such behaviour being reported—93% as opposed to 63% in organisations with weaker ethical cultures. This suggests that organisations with strong ethical frameworks are better equipped to mitigate risks associated with unethical behaviours.
Despite the increase in reported unethical behaviour, a substantial number of employees remain hesitant to report such incidents. Approximately one-third of global respondents noticed misconduct over the past year; however, a fifth refrained from reporting it. The primary reasons for this reluctance include scepticism about the organisation’s response (36%), fears of inadequate handling (30%), and concerns about possible retaliation (36%). These factors point towards a pervasive lack of trust in procedural justice within organisations.
Another dimension explored in the report is the impact of Artificial Intelligence (AI) on workplace dynamics. While a slight majority perceive AI positively, those in adaptive and resilient companies are nearly twice as receptive to AI’s potential benefits. The correlation between strong ethical cultures and superior business performance is further quantified in the report, where companies with solid ethical foundations exhibit a 50% higher performance in various metrics compared to those with weak cultures.
The report also highlights the importance of psychological safety in promoting ethical reporting. Employees observing misconduct note that they feel safer reporting it within a culture that values transparency and accountability. Furthermore, executive leaders are significantly more likely than frontline employees to regard their organisation’s ethical culture as strong, illustrating a disconnect between management and staff perspectives. Hybrid work environments have been noted to foster more positive perceptions of a company’s ethical culture compared to fully in-office settings.
The report underscores the essential role of ethical organisational culture in fostering principled workplace behaviour and bridging generational divides.
