INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue VI June 2025  
Ethical Practices and Perceptions of Organizational Ethics among  
Employees in a Local Government Institution  
Niña Marie G. Jamisolamin  
Bukidnon State University, Malaybalay City, Bukidnon, Philippines  
DOI: https://dx.doi.org/10.47772/IJRISS.2025.90600056  
Received: 27 May 2025; Accepted: 30 May 2025; Published: 28 June 2025  
ABSTRACT  
This study explores the ethical practices of employees in a local government institution in Bukidnon, Philippines,  
amid growing expectations for integrity, transparency, and accountability in public service. Specifically, it aims  
to identify employee ethical behaviors across personal, interpersonal, and organizational domains, examine the  
perceived importance of ethical conduct, and assess its effect on organizational development. A descriptive  
research design was utilized, employing purposive non-probability sampling. The primary data collection  
instrument was a modified survey questionnaire adapted from the Institute of Business Ethics. Data were  
analyzed using descriptive statistics. The findings revealed that ethical practices were consistently upheld across  
all domains, with interpersonal ethics, such as respect, teamwork, and professionalism, emerging as the most  
dominant. Employees viewed ethical behaviour as integral to fostering a positive work culture, enhancing public  
confidence, and aligning individual performance with institutional values. Ethical conduct was perceived to  
significantly strengthen organizational reputation, support resource efficiency, and ensure long-term  
effectiveness. However, the study also noted operational challenges, particularly in maintaining confidentiality  
and consistent attendance, indicating strategic improvement areas. These challenges underscore the necessity for  
targeted interventions to reinforce ethical standards and address areas where adherence may be lacking. In  
conclusion, the research affirms that ethical behavior is ingrained in the organizational culture of local  
government service and serves as a key driver of individual accountability and institutional success.  
Recommendations include ongoing ethics education, reinforced policy enforcement, and cultivating a value-  
driven workplace culture to institutionalize ethical standards within government agencies, thereby promoting  
integrity, transparency, and excellence in public service.  
Keywords: Ethical Practices, Public Service, Disaster Risk Management  
INTRODUCTION  
In today's public sector environment, which is often complex and demanding, ethical behavior is not merely a  
moral ideal but fundamentally a condition for good governance and public service delivery. As governments  
around the world are working to rebuild and sustain public trust, particularly amid social unrest and heightened  
scrutiny, the ethical behavior of public employees has become prevalent. Nowhere is this more pronounced than  
in local government institutions, where the conduct of public employees in their daily interactions with citizens  
often determines perceptions of fairness, accountability, and trustworthiness. Ethical behavior in the public sector  
is more than simply following laws or regulations; it embodies the value of integrity, transparency, impartiality,  
and responsibility in all aspects of the way the organization works (Benedicto & Caelian, 2020; Quain, 2019).  
These values are vital for the integrity of individual employees but also for the legitimacy and effectiveness of  
the organizations for which they work. However, while ultimately ethical behavior is an individual responsibility,  
it is not devoid of the context of the organization's culture, leadership, and accountability structures.  
Numerous studies emphasize that organizational ethical behavior significantly contributes to employee morale,  
public confidence, institutional reputation, and long-term success (Moldova, 2025; Guo, 2022). Per Republic  
Act No. 6713 (LawPhil, 1989) or the Code of Conduct and Ethical Standards for Public Officials and Employees,  
all public servants in the Philippines are required to uphold the highest standards of ethics in the performance of  
their duties. The Code states the values of commitment to public interest, professionalism, integrity, and  
accountability, which public officials must follow, act on, and abide by. The Code highlights the fact that officials  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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are not only servants in the name of the government, but they are also trustees of the public trust. In line with  
this, ethical behavior is recognized as a moral duty and a strategic imperative that shapes organizational culture,  
promotes trust, and fosters sustainability (Adini & Saud, 2024; Acero, 2016).  
Studies such as Okorie et al. (2025) and Ahmed et al. (2023) highlighted the integral relationship between ethical  
conduct and organizational productivity. Particularly in the Philippines, values such as bayanihan (community  
spirit) and pakikisama (camaraderie) reinforce interpersonal ethics within government offices, aligning personal  
actions with institutional values (Caga et al., 2025).  
Despite the well-established importance of ethics in organizational success, there remains a gap in localized and  
contextualized assessments of ethical behavior in specific government units, particularly those involved in high-  
stakes operations such as disaster risk reduction and emergency response. While general studies have affirmed  
the role of ethics in public service, limited research has explored how ethical practices manifest in daily  
operations, especially within local disaster management offices in rural or geographically challenged areas like  
Bukidnon. Moreover, while ethics training and policy compliance exist on paper, inconsistencies in  
implementation suggest operational gaps that merit closer empirical scrutiny.  
This research aimed to explore the ethical practices of Local Disaster Risk Reduction and Management Office  
(LDRRMO) employees in Bukidnon across three key domains: personal, interpersonal, and organizational  
ethics. Specifically, it answered the following research problems:  
1. What are the employees’ ethical practices in terms of:  
1.1 Personal Ethics;  
1.2 Interpersonal Ethics;  
1.3 Organizational Ethics?  
2. How do the employees perceive the importance of ethical practices?  
3. How do employees perceive the effects of ethical practices on the organization?  
METHODOLOGY  
This study employed a descriptive research design to comprehensively examine employees’ethical practices and  
their effects on organizational development. A purposive non-probability sampling approach was used to ensure  
a rich and representative dataset, selecting 100 employees in different local government units in Bukidnon,  
including regular, casual, and job order personnel, who were present during data collection. This sampling  
strategy was deliberately chosen to capture diverse perspectives across different organizational employment  
statuses. The primary data collection instrument was a modified survey questionnaire adapted from the Institute  
of Business Ethics (St. Helena Public View on Ethics at Work, 2013). Before deployment, the questionnaire’s  
reliability was rigorously tested, yielding a high Cronbach’s Alpha coefficient of 0.89, confirming its excellent  
internal consistency and appropriateness for capturing ethical practices among employees.  
Data analysis involved calculating mean scores for each item to assess the prevalence of ethical practices,  
perceived importance, and organizational impact. Descriptive statistics served as the core analytical tool,  
providing clear insights into the overall ethical landscape within the organization and addressing the study’s key  
research questions.  
RESULTS AND DISCUSSION  
Table 1. Personal Ethics of LDRRMO Employees in Bukidnon  
Personal Ethics  
Mean  
4.00  
Interpretation  
Challenge oneself to do what is right and good  
Highly Practiced  
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Practice being organized and systematic  
Goal-oriented  
3.91  
3.91  
3.84  
3.84  
3.84  
3.78  
3.75  
3.72  
3.81  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Pursue excellence in everything and show morale  
Motivated to grow and learn  
Accomplished the task within the required deadlines  
Dependable and accountable  
Arrive at the office on time  
Consistent in your work attendance  
Sub-Mean  
Legend:  
Scale  
Mean Interval  
3.25-4.00  
2.50-3.24  
1.75-2.49  
1.00-1.74  
Descriptive Rating  
Always  
Qualitative Interpretation  
Highly Practiced  
Practiced  
4
3
2
1
Sometimes  
Usually,  
Sometimes Practiced  
Not Practiced  
Never  
Table 1 illustrates the Personal Ethics of LDRRMO Employees in Bukidnon, indicating that employees  
demonstrate a high level of personal ethics, with an overall mean of 3.81, described as “Always” and interpreted  
as “Highly Practiced.” The highest-rated indicator was “Challenge oneself to do what is right and good," with a  
perfect score of 4.00, reflecting a strong personal commitment to moral behavior. This suggests that employees  
are motivated by a strong sense of ethical responsibility, even when not directly supervised. In Bukidnon, this  
behavior is closely related to the region's cultural values of spirituality and accountability, often instilled through  
familial and community norms. This is supported by Heinig (2018), who emphasized that when individuals act  
ethically out of internal motivation, it boosts morale and long-term institutional integrity.  
The lowest score in this domain was “Consistent in your work attendance," with a mean of 3.72, which, while  
still highly practiced, indicates that external factors may occasionally influence attendance. In Bukidnon, where  
many employees commute from remote barangays, challenges such as transportation difficulties, weather, and  
family responsibilities might impact attendance. According to Lawrence (2019), punctuality and attendance are  
foundational workplace ethics and must be reinforced through clear policies and supportive practices. These  
results affirm Benedicto and Caelian’s (2020) emphasis on individual integrity, accountability, and commitment  
as ethical pillars of public service. For remote barangays, challenges such as transportation difficulties, weather,  
and family responsibilities affect attendance. According to Lawrence (2019), punctuality and attendance are  
foundational workplace ethics and must be reinforced through clear policies and supportive practices.  
Table 2. Interpersonal Ethics of LDRRMO Employees in Bukidnon  
Interpersonal Ethics  
Mean  
4.00  
4.00  
4.00  
3.97  
3.94  
Interpretation  
Create a harmonious relationship with colleagues, clients, and partners  
Work with a high standard of professionalism  
Give genuine care to everyone  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Positive and helpful  
Show respect to your colleagues, clients, and other partners  
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Observe fairness and equality  
Honest and loyal to everyone in the organization  
Communicate excellently  
3.94  
3.91  
3.91  
3.91  
3.91  
3.95  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Respond to the client's concerns quickly  
Practicing teamwork in the organization  
Sub-Mean  
Legend:  
Scale  
Mean Interval  
3.25-4.00  
2.50-3.24  
1.75-2.49  
1.00-1.74  
Descriptive Rating  
Always  
Qualitative Interpretation  
4
3
2
1
Highly Practiced  
Practiced  
Sometimes  
Usually,  
Sometimes Practiced  
Not Practiced  
Never  
Table 2 shows the Interpersonal Ethics of LDRRMO Employees in Bukidnon, where this domain emerged As  
the highest-rated among LDRRMO employees in Bukidnon, with an overall mean of 3.95, interpreted as  
“Always” and described as “Highly Practiced,” three indicators—“Create harmonious relationships with  
colleagues, clients, and other partners,” “Work with a high standard of professionalism,” and “Give genuine  
care to everyone”—each received a perfect mean score of 4.00. These results reflect a deeply rooted culture of  
relational ethics and community responsibility within the organization. In Bukidnon, these practices mirror the  
local value of Bayanihan—a tradition of cooperative spirit and empathy that naturally translates into the  
workplace, especially in service-driven and community-facing offices such as LDRRMO. Caga et al. (2025)  
stated that ethical behavior promotes trust, strengthens cohesion, and supports long-term performance in  
organizational settings. Similarly, Wilkins (2018) noted that professionalism and interpersonal respect are  
essential for maintaining public trust and organizational efficiency, both of which are evident in the results.  
While all indicators in this domain were rated highly, the lowest mean scores, still at 3.91, were observed in  
“Communicate excellently,” “Respond to client’s concern quickly,” “Practice teamwork in the organization,”  
and “Honest and loyal to everyone in the organization." These relatively lower scores may point to areas where  
operational pressures or logistical barriers affect communication flow and responsiveness, especially during  
emergency deployments or fieldwork. In such settings, occasional lapses in immediate client response or  
coordination may occur despite high ethical intent. These findings align with Lawrence (2019) and Hill (2019),  
who emphasized that interpersonal ethics such as communication, loyalty, and teamwork directly impact public  
service effectiveness and client satisfaction. Reinforcing these areas through targeted training and continuous  
feedback mechanisms can help optimize ethical performance and public trust in LDRRMO services.  
Table 3. Organizational Ethics of LDRRMO Employees in Bukidnon  
Organizational Ethics  
Mean  
3.91  
3.91  
3.91  
3.91  
3.78  
3.72  
Interpretation  
Utilize the organization’s resources efficiently and effectively  
Able to avoid conflicts of interest  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Uphold public interest over self-interest  
Obey organizational orders and policies  
Balance organizational and personal needs  
Say "no" to inappropriate requests  
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Maintain appropriate confidentiality  
Sub-Mean  
3.63  
3.82  
Highly Practiced  
Highly Practiced  
Legend:  
Scale  
Mean Interval  
3.25-4.00  
2.50-3.24  
1.75-2.49  
1.00-1.74  
Descriptive Rating  
Always  
Qualitative Interpretation  
Highly Practiced  
Practiced  
4
3
2
1
Sometimes  
Usually  
Sometimes Practiced  
Not Practiced  
Never  
Table 3 presents the domain of Organizational Ethics, where LDRRMO employees in Bukidnon achieved a sub-  
mean of 3.82, interpreted as “Always” and described as “Highly Practiced.” The highest-rated indicators, each  
with a mean of 3.91, include “Utilize organization’s resources efficiently and effectively,” “Able to avoid conflict  
of interest,” “Uphold public interest over self-interest,” and “Obey organizational orders and policies.” These  
results indicate a strong adherence to institutional protocols and public accountability, which are essential in a  
government unit like LDRRMO, where resource optimization and compliance are crucial for public service  
delivery. In the context of Bukidnon, where many municipalities operate with limited fiscal and logistical  
resources, employees’ ability to navigate these constraints while prioritizing public interest reflects a culture of  
resilience, discipline, and civic duty. This supports Svara (2015), who emphasized that ethical practices in  
government agencies save resources and enhance institutional efficiency. It also resonates with Republic Act  
6713, which mandates public officials to prioritize public interest, exercise responsibility, and uphold  
transparency and integrity.  
However, the lowest-rated indicator in this domain is “Maintain appropriate confidentiality,” with a mean of  
3.63, though still categorized as “Highly Practiced.” This relatively lower score suggests that confidentiality,  
particularly in handling sensitive information, is a potential area for improvement. Maintaining strict information  
boundaries can be a cultural challenge in close-knit communities typical of Bukidnon, where overlapping social  
and professional relationships are common. Though often grounded in trust, informal information-sharing may  
unintentionally compromise institutional confidentiality. As Fernando (2009) highlighted, ethics is closely tied  
to trust, and safeguarding confidential information is essential for maintaining public confidence. These findings  
also align with Quain (2019), who asserted that clear behavioral policies and regular ethics training are critical  
for reinforcing institutional confidentiality. Thus, continuous reinforcement of data privacy policies and staff  
orientation on information sensitivity is recommended to strengthen this area of organizational ethics.  
Table 4. Summary of LDRRMO Employees’ Ethical Practices in Bukidnon  
Domain  
Mean  
3.81  
3.95  
3.82  
3.86  
Interpretation  
Personal Ethics  
Interpersonal Ethics  
Organizational Ethics  
Overall Mean  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Highly Practiced  
Legend:  
Scale  
Mean Interval  
3.25-4.00  
Descriptive Rating  
Qualitative Interpretation  
4
3
Always  
Highly Practiced  
Practiced  
2.50-3.24  
Sometimes  
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2
1
1.75-2.49  
1.00-1.74  
Usually,  
Never  
Sometimes Practiced  
Not Practiced  
The summary presented in Table 4 indicates that ethical practices among LDRRMO employees in Bukidnon are  
consistently rated as “Highly Practiced” across all domains, with an overall mean of 3.86. Among the three  
domains, Interpersonal Ethics achieved the highest mean of 3.95, suggesting that employees strongly emphasize  
respectful relationships, professionalism, and collaborative service. This result reflects a shared organizational  
culture rooted in values like Bayanihan—the Filipino tradition of communal unity, which is particularly strong  
in Bukidnon's community-based local governance. This result corroborates the findings of Adini and Saud  
(2024), who noted that strong interpersonal ethics enhance teamwork, institutional trust, and organizational  
cohesion. Moreover, the high score affirms that public trust is fostered through policy and daily respectful  
engagement with clients and coworkers.  
Conversely, Personal Ethics scored the lowest among the three domains (mean = 3.81), still interpreted as  
“Highly Practiced.” This suggests that while employees show commitment to ethical work behavior, certain  
areas—such as punctuality and consistent attendance—may require improvement. In the Bukidnon context,  
where LDRRMO personnel may be deployed in remote or geographically challenging areas, delays and irregular  
schedules are not uncommon. These logistical realities may affect perceptions of personal ethical performance.  
Nonetheless, the results affirm that ethical behavior remains embedded across individual and collective practices  
within the organization. This aligns with Lawrence (2019) and Lorreto (2015) in Chapter 2, who emphasized  
that workplace ethics—whether personal, interpersonal, or organizational—significantly influence employee  
conduct and service outcomes. The findings underscore the need for continuous reinforcement of ethical  
standards across all levels of professional interaction in the LDRRMO office  
Table 5. Perceived Importance of Employees’ Ethical Practices  
Importance of Employees’ Ethical Practices  
Mean Interpretation  
Employees’ ethical practices help to attract and retain the best talent  
4.00  
Very Important  
Very Important  
Employees’ ethical practices support greater consistency with the organization's 4.00  
standards  
Employees' ethical practices help to gain the trust and confidence of the public.  
Employees’ ethical practices help to avoid legal problems  
4.00  
3.94  
3.91  
3.84  
Very Important  
Very Important  
Very Important  
Very Important  
Very Important  
Employees’ ethical practices help create a positive working environment  
Employees’ ethical practices boost morale, motivation, and productivity  
Employees’ ethical practices build higher client/customer loyalty and attract new 3.81  
clients  
Overall Mean  
3.93  
Very Important  
Legend:  
Scale  
Mean Interval  
Descriptive Rating  
Strongly Agree  
Agree  
Qualitative Interpretation  
Very Important  
Important  
4
3
2
1
3.25-4.00  
2.50-3.24  
1.75-2.49  
1.00-1.74  
Disagree  
Less Important  
Not Important  
Strongly Disagree  
Table 5 presents the perceived importance of ethical practices among LDRRMO employees in Bukidnon. The  
domain achieved a high overall mean of 3.93, interpreted as "Strongly Agree" and described as "Very Important."  
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Three statements are tied as the highest-rated indicators, each with a perfect mean score of 4.00, “Ethical  
practices help to attract and retain the best talent," "Support greater consistency on organizational standards,"  
and “Help gain trust and confidence from the public.” These responses indicate that employees recognize ethics  
as an abstract value and a strategic asset to organizational stability and growth. In Bukidnon, where government  
employees frequently work closely with the public in community-driven environments, the value placed on trust  
and consistency reflects significant insights about the organizational culture. This finding aligns with Heinig  
(2018), who asserted that an ethical workplace attracts talent and fosters morale, and with Guo (2022), who  
emphasized that organizational ethics are central to building trust and credibility with the public.  
On the other hand, the relatively lowest-rated indicator, “Ethical practices build higher client/customer loyalty  
and attract new clients/customers,” received a still-strong mean score of 3.81, categorized as “Very Important.”  
This result suggests that while LDRRMO employees acknowledge the relevance of ethics in client relations,  
their immediate focus may be more grounded in-service delivery and public accountability rather than in client  
acquisition, likely due to the nature of disaster response work, which prioritizes public safety over market  
competitiveness. In a locale like Bukidnon, with geographically dispersed communities and limited  
infrastructure, the concept of “customer loyalty” may be interpreted less in a commercial sense and more as  
sustained community trust. Supporting this, Hill (2019) and Fernando (2009) emphasized that ethical conduct  
fosters public trust, strengthens institutional image, and minimizes risk exposure. Therefore, the perceived value  
of ethics among employees reflects a deep understanding of its impact on both internal organizational health and  
broader community relationships.  
Table 6. Perceived Effects of Employees’ Ethical Practices on the Organization  
Effects  
Mean Interpretation  
Employees' ethical practices improve the organization’s reputation  
Employees' ethical practices help to ensure organizations’ long-term success  
4.00  
4.00  
Very High Effect  
Very High Effect  
Very High Effect  
Employees' ethical practices make a huge contribution to the organization's 3.91  
development.  
Employees' ethical practices have a positive impact on the community  
Employees' ethical practices help the organization to grow and develop  
3.91  
3.91  
Very High Effect  
Very High Effect  
Very High Effect  
Employees' ethical practices help shape strong customer loyalty and clients’ 3.84  
loyalty  
Employees' ethical practices lead to quality management  
Overall Mean  
3.84  
3.92  
Very High Effect  
Very High Effect  
Legend:  
Scale  
Mean Interval  
3.25-4.00  
2.50-3.24  
1.75-2.49  
1.00-1.74  
Descriptive Rating  
Strongly Agree  
Agree  
Qualitative Interpretation  
Very High Effect  
High Effect  
4
3
2
1
Disagree  
Low Effect  
Strongly Disagree  
Very Low Effect  
Table 6 shows the perceived effects of employees' ethical practices on the organization, as evaluated by  
LDRRMO employees in Bukidnon. The overall mean of 3.92, interpreted as a "Very High Effect," reflects the  
consensus that ethical conduct greatly contributes to organizational outcomes. The two highest-rated  
indicators— "Improve the organization’s reputation” and “Help to ensure organizations’ long-term success,"  
both with a mean of 4.00, highlight the belief that ethics are not merely a set of behavioral norms but are  
fundamental to sustaining credibility, growth, and institutional resilience. These findings echo Quain (2019) and  
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Hill (2019), who noted that ethical behavior enhances public image and stakeholder trust. This is particularly  
relevant in Bukidnon, where government agencies such as the LDRRMO operate in close proximity to the public  
they serve. The integrity of public service institutions is constantly under community scrutiny, especially during  
disaster response, making ethical reputation a core organizational asset.  
The lowest-rated indicators— “Help shape strong customer and client loyalty” and “Lead to quality  
management”—both received a mean of 3.84, yet were still interpreted as having a “Very High Effect.” These  
scores suggest that while these outcomes are important, their impact may be less immediate or observable in a  
government office focused on disaster management rather than direct service commerce. In Bukidnon, loyalty  
and quality may not be framed in traditional customer service terms but are instead seen through trust,  
dependability, and timely intervention in emergencies. Despite this nuance, the overall high rating of all items  
affirms that employees view ethics as essential not only for internal cohesion but also for the broader success of  
the organization. As Heinig (2018) and Moldovan (2025) supported, ethical behavior is instrumental in fostering  
a positive organizational culture, enhancing strategic development, and contributing positively to the wider  
community.  
FINDINGS AND CONCLUSIONS  
Ethical behavior is deeply entrenched in building a workplace culture in a government office because the  
employees have consistently demonstrated high ethical standards in personal, interpersonal, and organizational  
behaviors with exceptional standard in interpersonal and organizational behaviors which indicates that the  
working culture of the employees is truly fostering a culture of professionalism, following the rules, and a strong  
commitment to public service.  
Employees strongly acknowledged the importance of ethical practices within their organization, as reflected by  
the overall “Very Important” interpretation across all indicators. They particularly valued ethics for their role in  
attracting competent personnel, fostering trust with the public, and ensuring alignment with organizational  
standards. These insights suggest that LDRRMO staff understand ethics as individual responsibilities and  
organizational assets that drive consistency and public accountability. Even the lowest-rated items, such as ethics  
contributing to client loyalty, still received very strong recognition, indicating that employees perceive ethics as  
vital to both internal efficiency and the broader mission of public service.  
The perceived effects of ethical practices on the organization were also rated very highly, indicating widespread  
agreement that ethical conduct contributes directly to institutional success. Employees believed that ethics  
significantly improve the organization's reputation and help ensure long-term sustainability. Although areas like  
customer loyalty and quality management scored marginally lower, they still reflected a strong consensus on the  
far-reaching influence of ethics on overall performance. These findings underscore the belief among LDRRMO  
staff that ethics are not merely aspirational values but critical to the organization's effectiveness, resilience, and  
trustworthiness, especially in a public service office that operates under the scrutiny of the communities it serves.  
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