The way in which the human resources subsystems recruitment, promotion, team management, training, performance evaluation, remuneration, recognition, etc. The principles of equality, capacity, merit and publicity in the recruitment and promotion of members of staff are intended to ensure that the most suitable people have access to the various positions and posts in the organisation, and hence guarantee the institution runs well.
Are teams managed in a way that ensures they function well and that failings and deviations are detected and corrected? Are potential conflicts of interest among the leadership and staff through second jobs; by receiving gifts and other attention because of their position or job; at the time they leave their public position and move into the private sector; etc. Every public body is ascribed certain duties: it may have regulatory functions, supply particular public services, have an inspection or oversight role, encourage activities regarded as essential to the common good, impose sanctions, etc.
The professionalism with which these services are managed and programmes are run how they are planned, implemented and evaluated and how the improvements needed to guarantee their efficiency and quality are made , as well as the level of transparency and accountability, are key points in relation to fostering integrity and preventing corruption.
How are all these public management indicators measured and managed in an organisation? When a public body regulates a sphere of public, social or economic life, there is a risk of corruption; when an authority encourages an activity of common interest through subsidies, prizes, sponsorship, etc.
Every public function is inherently vulnerable to the risk of corruption , that is to say, to the risk that someone might abuse their public post or position for personal gain or for the benefit of another person. For this reason, in the construction of institutional integrity, it is essential to actively engage in corruption prevention through the management of the risk of corruption and by establishing and implementing mechanisms to detect and respond to corrupt, illegal or improper behaviour.
Public institutions today manage all kinds of risk, one example being hazards in the workplace. Current legislation does not as yet establish duties for managing the risks of corruption in a similar way, but the need to do so is patently clear, given their severe repercussions for institutions themselves and for society. In your organisation, have the main areas of the risk of corruption the most likely, the most serious been identified? Have preventive measures been put in place to reduce the probability of these risks becoming a reality?
Who is responsible for these measures? And if corruption occurs, despite everything, have measures been anticipated to reduce the gravity of the consequences?
Who will set these measures in motion? Who will be responsible for them? These mechanisms are key tools for preventing corruption if they are communicated and managed well and if the people who are part of the organisation see that using them is approved of.
These tools not only help to identify irregular conduct and respond to it swiftly and with the minimum of damage to the institution and the common interest, but also, if correctly applied, serve to dissuade others. Does your institution have the mechanisms needed to detect corrupt, illegal or improper conduct? And are the response mechanisms suitable for all cases?
Are they used? Are they effective? Are they proportionate? How are they currently measured and managed? The Institutional Prevention of Corruption. Management Strategies. Guide to Strengthening the Institutional Integrity System.
Why do we need to strengthen institutional integrity? They suffer less staff turnover. Employees are more committed and satisfied, they suffer less stress and feel that they have greater opportunities for professional growth They have a reduced likelihood of the emergence of corruption cases and of suffering serious institutional crises deriving from inadequately managing incidents, internal reports or external investigations.
In short, they are more competitive and have a better reputation. Can this be managed? How must it be built? Action needs to be taken on three key aspects of the organisation: Culture of ethics. The aim of this aspect is to provide direction and guidance to the people working in the institution to ensure they behave in a manner expected of public servants. Professional public management.
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