ALBERT M. BARENG
Divine Word College of Laoag
ABSTRACT
Organizational change is essential for institutional growth and
continuous improvement. In public organizations, particularly educational
institutions, reforms are introduced to improve organizational performance,
respond to evolving societal needs, and enhance the quality of services.
Despite these intended benefits, organizational change often presents ethical
challenges as employees assume expanded responsibilities and adapt to new
systems while working within existing organizational resources.
Using Philippine public schools
as the organizational context, this paper examines the ethical dimensions of
organizational change through the principles of ethical leadership, stakeholder
theory, organizational justice, and responsible change management. It argues
that the success of organizational reform should be measured not only by
institutional outcomes but also by the fairness of implementation, the adequacy
of organizational support, and the protection of employee welfare.
The paper further introduces the
concept of the normalization of employee sacrifice as an
analytical perspective for examining situations in which employees' voluntary
commitment gradually becomes an informal organizational expectation. While
educational reforms remain necessary, sustainable organizational excellence is
achieved when institutional objectives are balanced with ethical leadership,
shared responsibility, and meaningful employee support.
Keywords: organizational ethics,
ethical leadership, organizational justice, employee welfare, organizational
change, public education
INTRODUCTION
Organizational change is an inevitable feature of every organization.
Businesses, government agencies, educational institutions, and other
organizations continually implement reforms to improve efficiency, respond to
emerging challenges, and achieve long-term organizational goals (Kotter, 1996).
While change is necessary for institutional growth, its success depends not
only on the policies introduced but also on how these changes are implemented
and experienced by the people responsible for carrying them out. Consequently,
organizational change is not only a management concern but also an ethical one.
From a business ethics
perspective, organizations are expected to pursue institutional objectives
while upholding fairness, transparency, and employee welfare. Employees should
be regarded not merely as organizational resources but as key stakeholders whose
knowledge, commitment, and professional judgment contribute significantly to
organizational success (Freeman, 1984). Ethical leadership, therefore, requires
balancing organizational effectiveness with the responsibility to provide
employees with adequate support, meaningful participation, and fair working
conditions (Brown & Treviño, 2006).
These concerns are particularly
relevant in the Philippine public education system, which has recently
implemented significant reforms, including the Strengthened Senior High School
Curriculum under the MATATAG Agenda (Department of Education, 2024; Department
of Education, 2025). These reforms require teachers to redesign instructional
plans, adapt to revised curriculum standards, develop new instructional
materials, and respond to increasing organizational expectations while
continuing to fulfill their instructional and administrative responsibilities.
Such changes highlight the importance of ensuring that organizational reforms
are accompanied by adequate institutional support and responsible leadership.
This paper argues that
organizational change should be implemented through ethical leadership,
organizational justice, and shared organizational responsibility. Using
Philippine public schools as the workplace context, it maintains that the
success of organizational reform should be evaluated not only by institutional
outcomes but also by the fairness of implementation, the adequacy of
organizational support, and the protection of employee welfare. Ultimately,
sustainable organizational excellence is achieved when employee welfare and
organizational performance are recognized as complementary organizational
priorities rather than competing interests.
Organizational Change Should Balance
Institutional Goals and Employee Welfare
Organizational change is necessary for
institutions to remain effective, responsive, and sustainable in an evolving
environment (Kotter, 1996). In public education, curriculum reforms,
organizational restructuring, and policy innovations are intended to improve
learning outcomes and strengthen institutional performance. These reforms are
legitimate and necessary; however, they should be implemented in ways that also
protect employee welfare and promote ethical organizational practices.
From a business ethics perspective,
organizational success should be evaluated not only by the achievement of
institutional goals but also by the fairness of implementation and the quality
of leadership throughout the change process (Brown & Treviño, 2006).
Employees are not merely implementers of organizational decisions but key
stakeholders whose commitment and professional expertise contribute directly to
organizational effectiveness (Freeman, 1984). Consequently, organizations have
an ethical responsibility to provide adequate support, clear communication, and
opportunities for employee participation whenever significant reforms are
introduced.
Organizational Change is a Shared
Responsibility
Teachers play a vital role in translating
educational reforms into meaningful learning outcomes. Recent reforms in
Philippine public education require teachers to redesign lesson plans, adopt
revised curriculum standards, prepare new instructional materials, modify
assessment strategies, and participate in professional development while
continuing to perform numerous instructional and administrative
responsibilities (Department of Education, 2025).
While teachers are expected to demonstrate
professionalism and adaptability, responsibility for successful organizational
change should not rest solely on employees. Ethical leadership requires
organizational leaders to ensure that employees receive sufficient preparation,
realistic implementation timelines, appropriate resources, and continuous
institutional support (Brown & Treviño, 2006). Organizational change is
therefore most effective when leadership and employees work collaboratively
toward shared institutional goals.
Organizational Support as an Ethical
Responsibility
The ethical concern surrounding organizational
change extends beyond increased workload. Most professionals recognize that
meaningful reforms require additional effort. However, ethical concerns arise
when employees are expected to meet expanding responsibilities without adequate
organizational support.
For example, curriculum reforms often require
teachers to revise instructional plans, develop new learning resources, and
familiarize themselves with revised competencies. These responsibilities are
appropriate components of educational improvement. Nevertheless, organizations
have an ethical obligation to provide timely professional development,
sufficient instructional resources, and clear implementation guidelines to
enable employees to perform these responsibilities effectively (Rousseau,
1995).
Providing institutional support demonstrates
responsible leadership and strengthens employees' confidence in organizational
change. Conversely, inadequate support may contribute to stress, reduced
organizational commitment, and resistance to change (Greenberg, 1987).
The Normalization of Employee Sacrifice
One of the central arguments of this paper is
that organizations should critically examine the gradual normalization of
employee sacrifice during periods of organizational change.
Teachers frequently extend their working
hours, purchase instructional materials with personal funds, assume multiple
coordinator roles, and devote additional effort to supporting student learning.
These actions demonstrate exceptional professionalism and commitment to public
service. However, ethical concerns arise when these voluntary contributions
gradually become informal organizational expectations rather than exceptional
acts of dedication.
This paper introduces the concept of the normalization
of employee sacrifice as an analytical perspective for examining situations in
which organizations unintentionally rely on employees' voluntary efforts to
compensate for resource limitations or increasing organizational demands. While
employee commitment remains admirable, sustainable organizational success
should be supported by effective leadership, equitable resource allocation, and
responsible institutional support rather than by the continued expectation of
personal sacrifice.
Organizational Justice and Responsible
Leadership
Organizational justice plays a significant
role in shaping employees' willingness to support organizational change.
Employees are more likely to embrace reforms when they perceive fairness in
workload distribution, decision-making processes, and interpersonal treatment
(Greenberg, 1987).
Similarly, responsible leadership requires
transparency, open communication, and meaningful employee participation
throughout organizational change (Brown & Treviño, 2006). School leaders
who encourage collaboration, recognize implementation challenges, and provide
continuous guidance foster greater organizational trust and commitment among
teachers.
In the context of Philippine public schools,
organizational justice and responsible leadership contribute not only to
successful policy implementation but also to a healthier and more sustainable
work environment.
Position of the Paper
This paper maintains that educational reform
is essential for improving the quality of Philippine public education. However,
organizational excellence should not depend primarily on employees' continued
willingness to absorb increasing workloads, personal expenses, and expanding
professional responsibilities without corresponding institutional support.
Instead, organizations should pursue reforms
through ethical leadership, organizational justice, shared responsibility, and
meaningful support for employees. Sustainable organizational success is
achieved when fairness, adequate organizational resources, and genuine concern
for employee welfare accompany institutional improvement. Ultimately, employee
well-being and organizational performance should be regarded as complementary
objectives that together promote long-term institutional success.
Recommendations
The discussion highlights that organizational
change is most effective when institutional reforms are implemented through
ethical leadership, organizational justice, and adequate organizational
support. Based on the issues presented, the following recommendations are
proposed.
1.
Strengthen Ethical Leadership and Employee Participation
Organizational leaders should promote
transparency, fairness, and open communication throughout the implementation of
organizational reforms. Employees should be provided meaningful opportunities
to participate in consultations, express concerns, and contribute to
decision-making processes that directly affect their professional
responsibilities. Ethical leadership fosters organizational trust, strengthens
employee commitment, and facilitates successful implementation of change (Brown
& Treviño, 2006).
2. Provide
Adequate Organizational Support During Change
Organizations should ensure that sufficient
professional development, accessible implementation guidelines, realistic
timelines, and adequate instructional and organizational resources support
major reforms. Providing timely support enables employees to perform their
responsibilities effectively while reducing uncertainty and resistance during
periods of organizational transition (Rousseau, 1995).
3. Promote
Fair Workload Distribution and Employee Well-being
Educational institutions should regularly
evaluate employee workload to ensure that additional responsibilities remain
equitable and manageable. Administrative processes should be streamlined
whenever possible to allow teachers to focus on their primary instructional
responsibilities. Protecting employee well-being should be regarded as both an
ethical obligation and a strategic investment that contributes to
organizational effectiveness and long-term institutional sustainability
(Greenberg, 1987; Maslach & Leiter, 2016).
4. Avoid
the Normalization of Employee Sacrifice
Organizations should recognize and appreciate
employees' dedication while ensuring that voluntary acts of commitment do not
gradually become routine organizational expectations. Sustainable
organizational performance should be supported by effective leadership,
equitable resource allocation, and institutional support rather than continued
dependence on employees' personal time, financial resources, or extraordinary
efforts.
5.
Encourage Continuing Research on Ethical Leadership and Organizational Change
Future studies may further examine the
relationships among ethical leadership, organizational justice, employee
well-being, and educational reform within Philippine public schools. Additional
research may also explore the long-term implications of the normalization of
employee sacrifice in different organizational settings further to enrich
discussions on workplace ethics and responsible leadership.
Conclusion
Organizational change is essential for
institutional growth, innovation, and continuous improvement. However, its
success should be measured not only by the achievement of organizational
objectives but also by how reforms are implemented and how employees are
supported throughout the process. Guided by the principles of ethical
leadership, stakeholder theory, organizational justice, and responsible change
management, this paper argues that employees should be regarded as key
organizational stakeholders whose welfare contributes directly to institutional
effectiveness and long-term sustainability (Brown & Treviño, 2006; Freeman,
1984).
Using Philippine public schools as the
organizational context, this paper has shown that educational reforms offer
valuable opportunities for improvement while also increasing teachers'
professional responsibilities. These realities reinforce the need for
organizations to provide adequate institutional support, fair workload
distribution, transparent leadership, and meaningful employee participation
during periods of change. Such practices strengthen organizational trust,
encourage employee commitment, and contribute to the more sustainable
implementation of organizational reforms.
Finally, this paper introduced the normalization
of employee sacrifice as an analytical perspective for examining workplace
ethics during organizational change. While teachers' dedication and commitment
remain essential to educational success, organizations should avoid relying on
voluntary personal sacrifice as a routine means of achieving institutional
objectives. Sustainable organizational excellence is best achieved when
educational reforms are supported by ethical leadership, organizational
justice, and shared organizational responsibility, ensuring that employee
welfare and organizational performance remain complementary goals rather than
competing priorities.
References
Brown, M. E., & Treviño, L. K. (2006).
Ethical leadership: A review and future directions. The Leadership
Quarterly, 17(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004
Department of Education. (2024). MATATAG
Agenda: Bansang Makabata, Batang Makabansa. Department of Education.
Department of Education. (2025). Strengthened
Senior High School Curriculum—Department of Education.
Freeman, R. E. (1984). Strategic
management: A stakeholder approach. Pitman Publishing.
Greenberg, J. (1987). A taxonomy of
organizational justice theories. Academy of Management Review, 12(1),
9–22.
Kotter, J. P. (1996). Leading change.
Harvard Business School Press.
Maslach, C., & Leiter, M. P. (2016). Burnout.
John Wiley & Sons.
Rousseau, D. M. (1995). Psychological
contracts in organizations: Understanding written and unwritten agreements.
Sage Publications.
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