Integrity, by definition, means a code of expected moral, the quality or state of being complete or undivided, honesty, soundness, incorruptibility, or an unimpaired condition according to Webster's Dictionary. A person's character is ultimately defined by integrity, and character can be defined by what you do when no one else is around. It means abiding by unwritten rules for the sake of doing the right thing. A person with conviction will do right and has credibility with his peers. Integrity will also uphold the unity of a group; it is the backbone of efficiency. .
Those not upholding their responsibility in the work environment corrupt team unity. The lack of integrity of one person can be a thorn in the side of the entire group; thus keeping the group from reaching its ultimate goal. Each individual of a working team has a responsibility, and if one individual is not doing his or her part, all others have to compensate for that one person. Talking on the phone, coming in late, or leaving early is unacceptable. It is expected that employees pull their weight even when the boss is absent. Integrity will cause a person to work towards the common goal and good of others without selfish motivation which could negatively impact other people. An upright person is steadfast and dedicated because of the bigger picture. .
Conflict is inevitable in almost any working environment. There are written boundaries set by management teams to keep unity and job performance at its optimum. However, each individual has a responsibility to maintain honesty and expected moral. Honesty means more than simply telling the truth. It means being on time, alert, and ready to work. Honest employees never take from the workplace materials and supplies intended for the business such as paper, pencils, paper goods, food, etc. Stealing supplies, or time, is not an acceptable work ethic.
When employers and employees work together in unity, productivity rises, customers are happier, and profits allow for better rewards for all who are involved.
