Abuse of official position in Government Service: A Moral dilemma facing employees

 Zara Angeli Rasco

Abstract

Abuse of official position is a recurring ethical issue faced by employees in both public and private organizations. Still, it carries greater consequences in government service where public trust is at stake. This article examines the abuse of official position as a moral choice faced by employees, particularly in local and national government offices in the Philippines. Drawing on workplace ethics, public service values, and classroom discussions on ethical decision-making, the paper explains how authority abuse manifests in subtle and overt ways, how it affects employees and citizens, and why moral judgment and integrity are essential for government workers. The discussion emphasizes accountability, moral courage, and ethical leadership as necessary responses to this ethical challenge.

Keywords: Moral dilemma, government services, abuses of official position

Introduction

Ethical issues in the workplace often arise not from dramatic scandals but from everyday situations in which employees face difficult moral choices. One such issue is the abuse of official position, which occurs when authority or power is used for personal benefit, favoritism, or to intimidate others. In government institutions, this issue is especially sensitive because public office is considered a public trust.

As government employees in the Provincial Government of Ilocos Norte, we may sometimes experience or witness the abuse of authority. This may also be observed in interactions with national government agencies. These experiences place employees in a moral dilemma: whether to remain silent to protect their position or to uphold ethical standards despite possible risks. This article explores the abuse of official position as an ethical issue in business and government, focusing on the moral choices employees face in the workplace and their impact on society.

Understanding Abuse of Official Position

Abuse of official position refers to the misuse of authority entrusted to an individual for personal gain or improper advantage. This can include favoritism in hiring or promotion, using government resources for personal purposes, pressuring subordinates to comply with unethical requests, or bypassing established rules and procedures.

In many cases, abuse of authority is not apparent. It may appear in subtle forms such as undue influence, preferential treatment, or intimidation disguised as regular workplace instruction. Because these actions often come from superiors, employees may feel powerless to question them, making the ethical issue more complex and personal.

 

Moral Choices Faced by Employees

Employees who witness or experience abuse of official position face difficult moral choices. On one hand, reporting or resisting unethical behavior may lead to conflict, isolation, or fear of retaliation. On the other hand, remaining silent may contribute to the normalization of unethical practices and weaken institutional integrity.

For government employees, this moral choice is tied to the values of public service, accountability, and fairness. Choosing to act ethically often requires moral courage, especially when unethical behavior is embedded in workplace culture. Employees must balance loyalty to their organization with their responsibility to the public they serve.

Abuse of Authority in Government Workplaces

In government settings, abuse of official position directly affects public trust. When authority is misused, it can result in inefficiency, corruption, and unfair treatment of citizens. In local governments such as the Provincial Government of Ilocos Norte, ethical conduct is crucial because officials and employees interact closely with the community.

Even subtle abuse of authority, when tolerated, can create a culture where unethical behavior becomes acceptable. Over time, this undermines employee morale and damages the credibility of government institutions. Ethical leadership and clear policies are therefore essential in preventing abuse of official position.

Ethical Responsibility and Accountability

Ethical responsibility in the workplace involves recognizing that authority is a responsibility, not a privilege. Government employees are expected to follow laws, policies, and moral standards, regardless of rank or position. Accountability mechanisms such as codes of conduct, grievance procedures, and ethical training play an essential role in guiding employee behavior.

At a personal level, ethical decision-making requires self-reflection and commitment to integrity. Employees who choose to act ethically, even in difficult situations, contribute to a culture of professionalism and respect within the organization.

Conclusion

Abuse of official position is a serious ethical issue that presents a difficult moral choice for employees, particularly in government service. While such abuse may occur subtly in both local and national government offices, its impact on public trust, workplace morale, and organizational integrity is significant. Employees are often faced with the challenge of choosing between silence for self-preservation and ethical action in defense of public interest.

This discussion reflects the ethical issues examined in class, where moral choices are rarely simple and often involve personal risk. Ethical behavior in government work is not only a professional obligation but also a moral responsibility. By choosing integrity, accountability, and fairness, employees help strengthen public institutions and uphold the principle that public office is a public trust.

Personal Reflection as a Government Employee

As an employee of the Provincial Government of Ilocos Norte, I have personally observed how ethical challenges related to authority can arise in subtle ways. These situations may not always involve direct violations of the law but can include pressure to comply with questionable decisions, favoritism, or the misuse of influence. Such experiences reflect our class discussions on moral choice, in which employees must decide whether to remain silent or act in accordance with ethical principles.

This reality highlights the importance of moral courage in public service. While speaking up or resisting unethical practices may be uncomfortable, choosing integrity contributes to a healthier workplace and strengthens public trust. This reflection reinforces my belief that ethical governance begins with the daily choices made by government employees, regardless of rank or position.

References

1.     Aquino, K., & Reed, A. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423–1440. https://doi.org/10.1037/0022-3514.83.6.1423

2.     Boatright, J. R. (2012). Ethics and the conduct of business (7th ed.). Pearson Education.

3.     Bowman, J. S., West, J. P., & Beck, M. A. (2010). Achieving competence in public service ethics. M.E. Sharpe.

4.     Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role (6th ed.). Jossey-Bass.

5.     Denhardt, R. B., & Denhardt, J. V. (2015). The new public service: Serving, not steering. Routledge.

6.     Lewis, C. W., & Gilman, S. C. (2012). The ethics challenge in public service (3rd ed.). Jossey-Bass.

7.     Menzel, D. C. (2015). Ethics management for public administrators (3rd ed.). Routledge.

8.     Philippine Civil Service Commission. (2017). Republic Act No. 6713: Code of conduct and ethical standards for public officials and employees.

9.     Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right (7th ed.). Wiley.

10.      United Nations. (2001). International code of conduct for public officials.

11.      Aquino, K., & Reed, A. (2002). The self‐importance of moral identity. Journal of Personality and Social Psychology, 83(6), 1423–1440.

12.      Boatright, J. R. (2012). Ethics and the conduct of business. Pearson Education.

13.      Bowman, J. S., West, J. P., & Beck, M. A. (2010). Achieving competence in public service ethics. M.E. Sharpe.

14.      Cooper, T. L. (2012). The responsible administrator: An approach to ethics for the administrative role. Jossey-Bass.

15.      Denhardt, R. B., & Denhardt, J. V. (2015). The new public service: Serving, not steering. Routledge.

16.      Lewis, C. W., & Gilman, S. C. (2012). The ethics challenge in public service. Jossey-Bass.

17.      Menzel, D. C. (2015). Ethics management for public administrators. Routledge.

18.      Philippine Civil Service Commission. (2017). Code of Conduct and Ethical Standards for Public Officials and Employees (RA 6713).

19.      Treviño, L. K., & Nelson, K. A. (2017). Managing business ethics: Straight talk about how to do it right. Wiley.

20.      United Nations. (2001). International Code of Conduct for Public Officials

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Honoring seniority, valuing competency: The employee’s perspective on advancement practices

 Joseph Darren P. Lacanlale

Investor-Servicing Division

Ilocos Norte Trade, Investment and Promotions Office (INvest Office

Abstract

In the context of the Public Sector in the Province of Ilocos Norte, this article explored the Pandora’s box of the tension between seniority and competency as a basis for advancement. Drawing on firsthand experience as an Investment Officer in the Investor-Servicing Division of the Provincial Government of Ilocos Norte (PGIN), the study offers a narrative and personal account grounded in the realities of work involving investor facilitation, business permitting, and international trade missions. The article highlights that investor servicing work requires not only know-how but also high levels of technical skill and adaptability. Finding the harmony between seniority and competency tends to be the most effective means of improving advancement and investor servicing, based on recent practices in both the public and private sectors in HR management. The study concludes that developing professionalism, building investor confidence, and increasing provincial economic development all depend on a harmonious balance between seniority and competency advancement practices.

Keywords: seniority, competency, advancement, public administration, local government, investment promotion, Ilocos Norte, trade missions, ease of doing business, Provincial Government, Local Government Unit

Introduction

Advancement Practices in the public sector have relied on seniority as an indicator of loyalty, experience, and the office’s ability to continue functioning even with changes in staff or leadership (Kim, 2010). In the Philippines, this culture remains deeply rooted in the public sector culture. However, with evolving governance and dynamic changes in administrations, there is a need to adapt to technological advancements, and challenging economic situations require greater emphasis on on-the-ground decision-making and individual competency rather than seniority (Brillantes & Fernandez, 2011).

Working in the INVEST Office of the Provincial Government of Ilocos Norte, particularly under the Investor-Servicing Division, has offered a window into this issue. Our division facilitates investor entry and plenipotentiaries into the province, assisting companies with business-to-business (B2B) events, data gathering, site validation, regulatory requirements, and ease-of-doing-business coordination between Local Government Units (LGUs). This role places us at the middle of bureaucratic procedures and private-sector expectations, making the question of seniority versus competency highly relevant and necessary to explore.

Specifically, this article aims to: (1) analyze the role of seniority in ensuring stability, continuity, and institutional knowledge in public-sector operations; (2) examine how competency influences effectiveness in investor-servicing and investment promotion work; and (3) argue for a structured advancement framework that integrates both seniority and competency to improve professionalism, investor confidence, and local/provincial level economic development outcomes.

By drawing on public sector articles and my own experiences in the investor-servicing division, this study offers a glimpse at advancement practices from a staff-centered perspective. The article shows that finding harmony between seniority and competency is not only just but also helps the office meet the real demands of running a modern local government, addressing the dynamic, complex world of investor-servicing situations we face.

The Role of Seniority in the Public Sector

Seniority plays an essential role in the workplace, especially in the public sector, where political administration cycles, administrative turnover, and unexpected challenges can disrupt work. Studies show that in the public sector, the long-serving employees often hold crucial know-how that enables consistent work delivery and decision-making (Rainey, 2014).

In the Provincial Government of Ilocos Norte, senior staff often recall historical challenges, previous investor engagements, and/or long-standing regulatory requirements. These experiences help newer employees like me, especially when each investor has their own tailored requirements, by identifying suitable sites for investors who require minimum lot sizes, access to water bodies, or proximity to NGCP substations, depending on the investor’s requirements. This knowledge and experience are not easily replaced, and they anchor the stability of the office’s operations in investor servicing.

However, the question arises: Is seniority alone sufficient for advancement into roles that require technical precision, economic understanding, and field adaptability?

Competency as a Significant Factor Influencing Advancement in Investor Servicing Effectiveness

While seniority ensures office operations run smoothly, competency drives performance, initiative, and adaptability, especially in technical positions. Studies show that merit-driven approaches to advancement improve efficiency, accountability, and motivation in the public sector (de Guzman & Reforma, 1993; OECD, 2017).

Ilocos Norte Trade and Investment Promotions Office requires a high level of competency, including:

·     Technical skills, such as producing executive briefers, preparing industry profiles, and decoding the investors' expressed statements and their underlying intentions;

·     Regulatory knowledge, especially for permits, zoning classifications (such as those under the Philippine Economic Zone Authority [PEZA]), land conversion to agricultural, tourism, or renewable energy, and DENR compliance;

·     Communication and diplomacy are essential for facilitating investor roadshows, investor servicing, and trade missions.

·     Field adaptability is essential during site tours, where investors inquire about land elevation, logistics access, considerations, and specific industry-related issues.

For example, during one investor visit, the team was asked to confirm whether an identified site in Paoay was within the seismic risk zone and whether it was near tourism-protected areas. The ability to respond quickly, coordinate with local government units, and communicate effectively influences the investor’s confidence.

Competency, therefore, becomes a tangible and measurable instrument for the advancement of investment officers, especially those under the Investor-Servicing Division.

Narrative Account: Work in the Investor Servicing Division

Investor Tours and Identified Sites Assessments

Most locators provide specific requirements, including minimum hectare size, environmental conditions, exposure to seismic hazards, and proximity to substations or coastal areas. As investment officers, we accompany them throughout Ilocos Norte to validate identified sites. These site tours require not only familiarity with the province but also the ability to provide immediate and accurate information.

Business Permitting and Ease of Doing Business

Our division assists investors through the complex permitting systems of the Local Government Units (LGUs), the Sangguniang Panlalawigan, and Barangays/Host Communities. Coordination with the LGUs, the relevant Provincial Offices, and National Government Agencies is critical. Even minor errors or delays can negatively affect Ilocos Norte’s image as an investment-friendly province, underscoring the importance of competency as an essential trait.

Hawaii Trade Mission Experience

One of the most recent major activities was the Hawaii Trade Mission, where the Filipino Chamber of Commerce, Inc. of Hawaii visited Ilocos Norte. The Provincial Government of Ilocos Norte hosted a business symposium highlighting investment opportunities. Preparing presentations, compiling investment briefers, and responding to inquiries required a combination of technical and soft skills. Events, as mentioned, show how competency directly contributes to successful economic development.

Seniority and Competency: Toward a Balanced Advancement Practice

Empirical studies highlight that hybrid promotion systems, which integrate seniority and competency, enhance the perceptions of fairness and organizational effectiveness (Nigro & Kellough, 2014). A balanced system may include:

·     Seniority as a threshold for eligibility,

·     Competency-based performance evaluation,

·     Clear and transparent criteria,

·     Skills development programs,

·     Mentorship between senior and junior staff.

Such a practice aligns with global practices in modern public administration and supports local economic development goals.

Conclusion

The experience of working in the Investor-Servicing Division demonstrates that both seniority and competency are critical in the Investment Office. Seniority preserves know-how, insights, and standard operating procedures (SOPs). Competency, on the other hand, instills effectiveness, especially in fields like investor servicing that demand technical skills, adaptability, and initiative. Empirical evidence suggests that a balanced advancement practice offers the fairest and most modern approach. Valuing competency and also honoring seniority, the Province of Ilocos Norte can strengthen its governance, improve investor servicing and confidence, and foster sustainable economic development.

References

Brillantes, A. B., Jr., & Fernández, M. T. (2011). Good governance, reforms, and innovations in the Philippines. Public Administration and Development, 31(3), 240–251.

De Guzmán, R. P., & Reforma, M. A. (1993). Public administration in the Philippines: A reader. University of the Philippines Press.

Kim, S. (2010). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 31(1), 56–78.

Nigro, L. G., & Kellough, J. E. (2014). The new public personnel administration (7th ed.). Cengage Learning.

OECD. (2017). Public sector leadership for the 21st century. OECD Publishing.

Rainey, H. G. (2014). Understanding and managing public organizations (5th ed.). Jossey-Bass.

 

 

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