Abstract

According to research, having an ethical workforce motivated to work in the interests of an organisation is vital for its success. Consequently, organisations apply motivators to drive employees and enforce codes of ethics to align their motives with organisational objectives. Despite efforts to achieve a motivated and ethical workforce, research highlight instances where employees act unethically thereby endangering organisational success. This paper investigated causes behind the emergence of unethical behaviours during the application of motivators such as goal setting, non-financial recognition initiatives, entrusting authority and granting financial rewards. Preliminary findings indicated that there was no direct link between the use of motivators and the emergence of unethical conduct. Further exploration revealed a causal relationship between the work environment, employee behaviour, organisational controls and motivators. As the end outcome of this research, the absence (or inadequacy) of controls within a work environment and the incorrect implementation of motivators were uncovered to be causes behind the emergence of unethical behaviour during the application of motivators.