THE ROLE OF ETHICS IN PUBLIC SECTOR GOVERNANCE AS A WAY TO MORE EFFECTIVE GOVERNANCE

Abstract

In the public sector, ethics is defined as a set of rules for the proper moral conduct of a particular society
or organization. Principles and values are the basis of good governance, forming ethical behavior in public
organization. They give a clear direction, but only if they are widely accepted, accepted and put into practice. Each
public organization operates with its own set of values, which are revealed in the daily provision of public policies
and services. They are key components of organizational culture and a tool for defining, guiding and informing
behavior.
The aim of the article is to present the role of ethics in public sector governance as a path to more effective
governance. The report examines the ethics and values of the public sector that underpin good governance.
Principles for shared values from different countries are presented. The good practices for good governance and the
principles that public authorities should strive for are discussed. Attention is paid to the role of codes of ethics as a
way to motivate civil servants and create an appropriate basis for monitoring and evaluating their behavior.
In international practice, common requirements for codes of ethics have been established in different countries.
These are: internal consistency and coincidence with the strategy of the administration, balance between the interests
and rights of employees, avoidance of excessive detail, easy applicability and consensual acceptance and discussion.
Research shows that many public sector organizations are aware that values and ethics play a key role in attracting
and retaining their best talents and that the following is needed: clarifying workplace goals, defining organizational
values, building organizational culture, showing recognition and providing a framework for establishing values and
ethics in the organization. Above all, consensus is needed on the content of ethical values. Leaders, politicians and
public managers need to be flexible in their implementation, depending on the specific external and internal
environment.