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Rules and regulations are the key elements that make the public understand an organization. The public administrators should therefore follow the rule to ensure such laws are upheld. However, some public administrators see it as they can break these rules at the street level to do what they believe is right (Fleming, 2019). This kind of behavior is therefore known as pro-social rule-breaking. Through study, it is established that the behavior can be triggered due to peers, bureaucratic attributes, and influence from the leaders. This paper, therefore, discusses pro-social rule-breaking, when it is ethical for public administrators to dissent, and some of the problems it might cause.
Pro-social rule-breaking is when an employee goes against the company’s rules and regulations to promote the organization. An example of such an act is voluntary work, yet the company has the directive to exit a working area once your job is done. Another example is donating money to needy kids, while the company’s rule only allows food donations. Such behaviors can therefore be influenced by workplace perceptions, counterproductive behaviors, and contextual performance ratings (Fleming, 2019). The most common type of pro-social behavior is provoked by altruism, which considers the need to help another out of empathy. It is, therefore, ethically suitable for a public administrator to offer help in scenarios whereby one is hungry. An individual cannot help themselves do a task due to old age and even in voluntary activities since it shows that the administrators have a passion for community building. Such scenarios, therefore, define humanity and should be rewarded in society. Dissenting should not be viewed as going against the bosses but as a trigger to do good within the community.
However, such ethical dissent has a fair share of associated problems that significantly affect public administrators’ roles and performance. Primarily, it exposes the vulnerabilities of the officials, making them an easy target for offenders. This can lead to an upward spiral in crime and violence. Over time, such administrators lose sight of themselves because other people become the center of attention (Fleming, 2019). Additionally, such ethical dissent creates a conflict of interest between the public administrator’s beliefs and the laws and regulations they must uphold. This may result in them providing subpar service. For example, a judge can be lenient to a husband rushing his wife into labor since the judge has been in a similar circumstance. Applying empathy in this situation puts other drivers at risk, yet the judge’s leniency demonstrates their concern for the infant.
In conclusion, when a public worker goes against the rules and regulations they are sworn to protect to do good, society should take it positively since it is an informed choice. The informed choice shows the public a good direction; hence the administrators should be appreciated when they do right. This is because comfort is shared when a public administrator helps another individual achieve their goals. This can be done by engaging individuals in helpful activities, improving their empathy skills, and nudging them towards pro-social choices. Pro-social skills are, therefore, beneficial when they are used to doing right and should be nurtured in individuals to create a healthy society. However, it should be considered that an individual can take advantage of a pro-social administrator and exploit them. A public administrator can also develop a conflict of interest, which can cause issues in the workplace.
Reference
Fleming, C. J. (2019). Pro-social rule-breaking at the street level: The roles of leaders, peers, and bureaucracy. Public Management Review, 22(8), 1191–1216. Web.
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