Is it okay to unplug? Work-life balance and setting boundaries taking work calls during planned vacation leave

 KEVIN ASLEY M. LAGMAY

DIVINE WORD COLLEGE OF LAOAG

 Abstract

 

The central theme of this article is to give insights of whether employees should disconnect from work-related communications when they are going on scheduled leave. This article also suggests work-life balance frameworks that will help individuals and organizations in prioritizing well-being together with productivity. The article will also cite laws and regulations that were adopted by the other nation, such as “The Right to Disconnect” by the French Government and “The Worker's Rest Law” proposed by Sen. Francis Tolentino to the Senate of the Philippines, which protects the rights of workers to personal time and promotes their welfare 

Keywords

Work-Life Balance, Vacation leave, boundaries, work calls, The Worker's Rest Law, The Right to Disconnect, Utilitarian Ethics, Deontological Ethics, Virtue Ethics, Resilience Framework, The Work-Life Harmony Framework, Employee Value Proposition Framework.

Introduction 

Due to the advances of technology, employees are always ready at the beck and call of the employer. The overreach of the control of power exercised by the employer is seen in the use of the phone and email. The distinction between working hours and personal hours has become more evident, especially in the era of the pandemic until now (Sen.Tolentino, 2022). The ethical question of whether employees should unplug from work-related communication during vacation leave reflects a deeper tension between organizational efficiency and respect for employee autonomy and well-being.

The Role of Utilitarian, Deontological, and Virtue Ethics on Work-Life Balance

Advances in digital communication technologies have blurred temporal boundaries, transforming constant responsiveness into an implicit workplace norm rather than an explicit requirement (Mazmanian, Orlikowski, & Yates, 2013). However, vacation leave is ethically significant, as it is intended to facilitate psychological recovery, preserve work–life balance, and prevent burnout. Research in organizational behavior indicates that uninterrupted periods of rest are essential for cognitive functioning, emotional regulation, and sustained productivity (Sonnentag & Fritz, 2007). From a utilitarian perspective, respecting vacation boundaries maximizes long-term collective benefit by maintaining a healthier, more engaged workforce, even if short-term responsiveness is occasionally sacrificed.

From a deontological standpoint, ethical concerns arise when organizations violate the moral duty of honoring formally approved leave. Once vacation leave is approved, employees have fulfilled their professional obligations within the agreed contractual framework, and employers are correspondingly obligated to respect that boundary (Kant, 1785/1993). Expecting availability during leave—whether explicitly or implicitly—constitutes a breach of fairness and undermines trust.

Moreover, virtue ethics emphasizes the character of organizations and leaders, highlighting values such as respect, moderation, and empathy. Ethical leadership requires modeling appropriate boundary-setting behavior, as managerial actions often shape organizational norms more powerfully than written policies (Brown & Treviño, 2006). Cultures that reward constant availability risk normalizing overwork and eroding moral responsibility toward employee well-being.

Silent Pressures Experienced by Junior Staff

The ethical complexity of unplugging is further intensified by organizational power asymmetries. Employees, particularly those in junior roles, may experience silent pressure to remain reachable due to fears of negative evaluations, reduced career prospects, or job insecurity, even in the absence of explicit instructions (Pfeffer, 2018).  Silent pressure when on leave involves fear of career impact (sign of incompetence), workload anxiety, and cultural norms that discourage taking true breaks. Such conditions undermine genuine autonomy, rendering “voluntary” availability ethically problematic. While certain roles may legitimately require limited availability during emergencies, ethical justification depends on transparent expectations, clearly defined exceptions, equitable distribution of on-call responsibilities, and appropriate compensation or recovery time.

Addressing Issues on Work-Life Balance

Work-life balance frameworks help individuals and organizations focus on prioritizing well-being together with productivity. Typical methods and strategies highlight boundaries, flexibility, and resilience to maintain harmony between work-related and personal demands.

The Resilience Framework

The Resilience Framework groups behaviors/ tasks/ responsibilities into energy and life-enhancing (e.g., decision-making power, recognition, meaningful work) or energy and life-depleting (e.g., excessive workload, conflict, toxic interactions). Although each individual faces their own challenges with respect to work-life balance, the bottom-line secret for better work-life balance is that it is important to give higher weight and influence to enhancers and lower weight and influence to the depleters (Ahuja, Chudoba, Kacmar, McKnight, & George, 2007).

The Work-life Harmony Framework

Work-life harmony identifies the interrelationship between professional and personal interests. Instead of balance, it offers a quality in the interactions between work and life. It means that responsibilities and activities are aligned in support of each other, generating a rhythm that flows with changing daily demands. For instance, a person may attend a family function in the day and work at night-that could be harmony because both spheres have been attended to in a manner that is natural and fulfilling (The School of Positive Psychology, 2025).

Effective harmony embraces flexible boundaries that protect what matters most-undisturbed family time or focused work hours-while allowing fluid transitions if priorities shift. Work-life harmony is not about erasing all boundaries between work and personal life; rather, it is about crafting boundaries that adapt to individual needs and align with the unique interplay of responsibilities and values (The School of Positive Psychology, 2025).

Employee Value Proposition (EVP)Framework

Employee value proposition refers to the unique value that an employer brings to the market of your employees in exchange for their skills, experience, and loyalty to your company. It encompasses aspects of remuneration packages, rewards programs, and career growth opportunities in terms of work-life balance, in addition to organizational values (Verlinden).

Laws and Regulations Promoting Work-Life Balance

Emerging global norms, including the “right to disconnect” regulations adopted in several jurisdictions, reflect growing recognition that unchecked connectivity is neither humane nor sustainable (Eurofound, 2020). Ultimately, respecting employees’ right to unplug during vacation leave affirms human dignity, reinforces ethical integrity, and supports sustainable organizational performance.

In the Philippines, A bill seeking to make it illegal for an employer to require employees to report for work purposes during employees’ rest hours has been filed in the Senate. Senator Francis Tolentino also submitted Senate Bill No. 2475, also known as the proposed Workers' Rest Law, whose aim is to safeguard the rest hours of workers and likewise impose penalties on erring employers.

If it becomes law, employers will be prohibited from:

●      requiring the employee to work.

●      requiring the employee to be on duty, to travel, or be at a prescribed place for work or work-related activities, such as attending seminars, meetings, team-building, and other similar activities.

●      contacting the employee for work and work-related purposes through phone, e-mail, message, and other means of communication, unless it is for the purpose of notifying the employee of the necessity of rendering emergency or urgent work as provided under Article 89 and Article 92 of the Labor Code of the Philippines. Employees are not be penalized for not opening or answering communications received during rest hours.

Conclusion

The expectation that employees remain accessible during vacation leave reflects a systemic tension between managerial control and the statutory right of workers to rest. In the Philippine context, this issue must be viewed not only as an ethical concern but also as a matter of compliance with labor standards designed to protect employee welfare. Vacation leave and rest periods are not discretionary privileges; they are mechanisms intended to safeguard workers’ physical, mental, and social well-being. When employers intrude upon these periods through work-related communications, they effectively undermine the purpose of approved leave and weaken the protections afforded under labor policy.

Ethically, such practices are difficult to justify. From a utilitarian standpoint, short-term operational convenience gained by contacting employees on leave is outweighed by the long-term consequences of fatigue, disengagement, and reduced productivity. From a deontological perspective, once leave has been formally approved, employers have a corresponding duty to respect that agreement. Implicit expectations of availability, particularly in hierarchical organizational settings, amount to unfair labor practice by exploiting power asymmetries and eroding the employee’s ability to exercise genuine choice. Virtue ethics further challenges managers to demonstrate prudence, respect, and accountability by upholding boundaries that promote humane working conditions.

Work–life balance frameworks reinforce these ethical obligations. The Resilience Framework clearly identifies uninterrupted rest as an energy-enhancing factor essential to sustained performance, while work intrusion during leave constitutes an energy-depleting practice that increases burnout risk. Similarly, the Work–Life Harmony Framework emphasizes that flexibility must operate within protective boundaries; harmony cannot exist when employees feel compelled to remain responsive during legally recognized rest periods. From an Employee Value Proposition perspective, respect for vacation leave strengthens employee trust, retention, and organizational credibility, whereas persistent intrusion signals disregard for worker welfare. 

The growing recognition of these concerns is evident in emerging legal standards. International “right to disconnect” regulations and the proposed Workers’ Rest Law in the Philippines affirm that constant connectivity is incompatible with decent work. Senate Bill No. 2475 explicitly prohibits employers from requiring employees to engage in work-related communication during rest hours, except in narrowly defined emergency situations under the Labor Code. Significantly, the bill also protects employees from penalties arising from non-responsiveness during rest periods, directly addressing the silent pressure that often compels workers to remain available despite formal leave approval.

Given these ethical and legal developments, managerial responsibility is clear. Employers must establish explicit policies defining rest hours, vacation leave boundaries, and emergency exceptions, ensuring these are consistent with labor regulations. Operational planning should minimize dependency on employees who are on leave through proper delegation, role coverage, and contingency systems. Managers and senior leaders must model compliance by refraining from unnecessary contact and by reinforcing a culture where rest is recognized as a legitimate and necessary component of productive work. Where certain positions require on-call availability, such arrangements must be transparent, justified, equitably assigned, and accompanied by appropriate compensation or compensatory rest.

Ultimately, respecting employees’ right to unplug during vacation leave is not merely a matter of organizational discretion but a reflection of ethical leadership and legal responsibility. Upholding these boundaries affirms human dignity, promotes fair labor practices, and contributes to sustainable organizational performance. In the Philippine labor landscape, ethical management and legal compliance must converge to ensure that technological connectivity does not come at the cost of workers’ fundamental right to rest.

 

References

 

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616.

Eurofound. (2020). Right to disconnect in the 27 EU Member States. https://cooperante.uni.lodz.pl

Kant, I. (1993). Groundwork of the Metaphysics of Morals (J. Ellington, Trans.). Hackett. (Original work published 1785)

Gonzalez, G. (2020). Telework and the French “Right to Disconnect” https://blogs.loc.gov/law/2020/08/telework-and-the-french-right-to-disconnect/#:~:text=In%202016%2C%20the%20French%20government,latter' 's%20work%20and%20personal%20lives.

Marques, V., & Berry, G. (2021).Enhancing work-life balance using a resilience framework. Business and Society Review,126 (3), 263-281. https://doi.org/10.1111/basr.12237

Mazmanian, M., Orlikowski, W. J., & Yates, J. (2013). The autonomy paradox: The implications of mobile email devices for knowledge professionals. Organization Science, 24(5), 1337–1357. 

Pfeffer, J. (2018). Dying for a paycheck. Harper Business. 

Sonnentag, S., & Fritz, C. (2007). The recovery experience questionnaire: Development and validation. Journal of Occupational Health Psychology, 12(3), 204–221. 

Ramos, C. (2022). The Senate bill seeks to penalize employers who require employees to work during rest hours.  https://newsinfo.inquirer.net/1542634/senate-bill-penalizes-employers-requiring-employees-to-work-during-rest-hours

Rey, A. (2022). Tolentino files bill protecting workers’ rest hours.https://www.rappler.com/philippines/senator-francis-tolentino-files-bill-protecting-workers-rest-hours/

S. No. 2475, An Act promoting the welfare of employees by defining rest hours, providing penalties for any violation, and for other purposes. 5-6. http://legacy.senate.gov.ph/lisdata/3691033287!.pdf

The School of Positive Psychology (2025). Work-Life Harmony: A fresh look at work-life balance.https://www.positivepsych.edu.sg/work-life-harmony/

Verlinden, N. Employee Value Proposition (EVP): All You Need to Know in 2026. https://www.aihr.com/blog/employee-value-proposition-evp/

 

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Ethical challenges in remote internships and virtual workplaces

 MARIE FAITH BALLESTEROS

Divine Word College of Laoag

Abstract

The rapid expansion of remote work has transformed organizational practices, learning environments, and employment relationships, particularly for interns and early-career professionals. While remote internships provide flexibility, accessibility, and global exposure, they also introduce ethical challenges related to governance, business ethics, and corporate social responsibility (CSR). This article examines ethical concerns in remote internships and virtual workplaces, including power imbalances, workload fairness, data privacy risks, limited mentorship, and accountability gaps. Drawing on recent literature, this paper highlights the ethical responsibilities of organizations to ensure inclusive, fair, and sustainable remote internship practices. The discussion emphasizes the importance of ethical governance frameworks that protect interns’ rights, promote well-being, and uphold CSR principles in digital work environments.

Keywords: Remote internships, business ethics, virtual work, corporate social responsibility, governance, digital workplace

Introduction

The shift toward remote work has accelerated in recent years due to technological advancements and global disruptions such as the COVID-19 pandemic. As organizations increasingly adopt virtual work arrangements, internships—traditionally designed as in-person learning experiences—have also transitioned into remote formats. For students and fresh graduates with limited professional experience, remote internships serve as critical entry points into the workforce, offering skill development without geographical constraints (Brown, 2022).

Despite these advantages, remote internships present ethical challenges that require careful consideration from a governance and CSR perspective. Interns often occupy a vulnerable position within organizations, and this vulnerability may be intensified in virtual environments where supervision, mentoring, and accountability are less visible (Smith, 2024). Ethical principles that guide traditional workplaces must therefore be reassessed and adapted to digital contexts to ensure the responsible and fair treatment of interns.

Ethical Governance and Power Imbalances in Remote Internships

Ethical governance involves organizational systems and practices that ensure fairness, transparency, and accountability. In remote internships, governance challenges frequently arise due to limited oversight and ambiguous role structures. Studies indicate that interns may experience unclear expectations, inconsistent supervision, and minimal access to organizational decision-makers, resulting in power asymmetries between interns and supervisors (Nguyen & Malik, 2024).

These imbalances may discourage interns from raising ethical concerns, such as excessive workloads or unclear task boundaries, out of fear of negative evaluations or lost opportunities. The absence of physical interaction further reduces informal ethical guidance and feedback mechanisms that are typically present in on-site internships (Frontiers in Education, 2025). Without strong ethical governance frameworks, organizations risk undermining intern learning outcomes and violating ethical standards.

Workload, Fairness, and the Risk of Exploitation

One of the most significant ethical concerns in remote internships relates to workload management and fairness. Research shows that remote work environments often blur the boundaries between professional and personal life, leading to longer working hours and expectations of constant availability (International Labour Organization [ILO], 2022). Interns may feel pressured to demonstrate commitment by working beyond agreed-upon schedules, particularly in competitive virtual settings.

From a CSR perspective, organizations are ethically obligated to ensure fair labor practices regardless of work modality. Assigning interns responsibilities equivalent to full-time roles without adequate compensation, learning support, or clear objectives can constitute exploitation (ILO, 2023). Ethical remote internship programs should establish transparent expectations regarding working hours, task scope, and evaluation criteria to protect interns’ rights and well-being.

Data Privacy, Surveillance, and Digital Ethics

The reliance on digital platforms in remote internships raises critical ethical concerns related to data privacy and surveillance. Monitoring tools used to track productivity, screen activity, or attendance may infringe upon interns’ privacy if implemented without transparency or informed consent (Cruz & Alquwez, 2023). Interns, particularly those new to professional environments, may lack awareness of their digital rights or feel uncomfortable questioning surveillance practices.

Ethical governance requires organizations to adopt responsible data practices that respect autonomy and dignity. Clear communication about data collection, limited use of intrusive monitoring technologies, and adherence to data protection standards are essential for building trust in virtual workplaces (Smith, 2024). Respecting digital privacy aligns with broader CSR commitments and reinforces ethical organizational culture.

Mentorship, Inclusion, and Psychological Well-Being

Internships are designed not only to provide work experience but also to support learning, mentorship, and professional socialization. However, studies suggest that remote internships may limit informal learning opportunities, peer interaction, and emotional support, increasing feelings of isolation and disengagement among interns (Bester et al., 2024). The lack of face-to-face interaction can negatively affect motivation, confidence, and professional identity development (Brown, 2022).

From an ethical and CSR standpoint, organizations have a responsibility to safeguard interns’ psychological well-being. Structured mentorship programs, regular virtual check-ins, and inclusive online communication practices can help mitigate the negative effects of remote work (Cruz & Alquwez, 2023). Ethical organizations recognize that well-being and development are integral components of responsible internship programs.

Corporate Social Responsibility in Virtual Internship Programs

CSR encompasses an organization’s responsibility to contribute positively to society, including the ethical treatment of interns and early-career professionals. Research indicates that students’ perceptions of internship quality are strongly influenced by ethical treatment, organizational support, and meaningful engagement (Deakin University, 2023). Ethical remote internships contribute to long-term human capital development by fostering fairness, inclusivity, and skill acquisition.

Organizations that integrate CSR principles into remote internship policies not only enhance intern satisfaction but also strengthen employer reputation and stakeholder trust (Nguyen & Malik, 2024). Ethical virtual internship programs demonstrate that technological efficiency can coexist with social responsibility and human-centered values.

Conclusion

Remote internships and virtual workplaces represent a significant evolution in modern employment and education. While they offer flexibility and expanded access to opportunities, they also introduce ethical challenges related to governance, fairness, privacy, and well-being. Interns, as early-career professionals, are particularly susceptible to ethical risks in poorly structured virtual environments.

This article emphasizes that ethical governance and CSR must evolve alongside digital work practices. Organizations have a responsibility to implement clear policies, protect interns’ rights, promote mentorship, and ensure fair treatment in remote settings. By addressing these ethical challenges proactively, organizations can create sustainable, inclusive, and ethically responsible remote internship programs that benefit both interns and institutions.

References:

Aboagye, E., Antwi, C. O., Otoo, F. N. K., & Opoku, R. A. (2024). Ethical leadership and employee outcomes in digital work environments. Asian Journal of Management Research and Innovation, 3(1), 45–60.
https://journals.e-palli.com/home/index.php/ajmri/article/view/1723

Bester, M., Stander, M. W., & Van Zyl, L. E. (2024). Remote work, employee well-being, and ethical leadership in virtual organizations. South African Journal of Industrial Psychology, 50, Article a2228.
https://sajip.co.za/index.php/sajip/article/view/2228/4193

Brown, J. L. (2022). The impact of virtual internships on student learning and professional development (Master’s thesis, St. John Fisher University). Fisher Digital Publications.
https://fisherpub.sjf.edu/cgi/viewcontent.cgi?article=1592&context=education_etd

Choudhury, P., Larson, B. Z., & Foroughi, C. (2022). Is remote work good for productivity? Evidence from knowledge workers. Journal of Sustainable Tourism, 30(5), 1112–1131.
https://www.tandfonline.com/doi/full/10.1080/13678868.2022.2047380

Cruz, J. P., & Alquwez, N. (2023). Ethical challenges and psychological well-being in remote work settings. Journal of Human Services, 43(2), 155–170.
https://journalhumanservices.org/article/91221

Deakin University. (2023). Student employability and virtual internships: Ethical implications for higher education. Journal of Teaching and Learning for Graduate Employability, 14(2), 1–16.
https://ojs.deakin.edu.au/index.php/jtlge/article/view/946

Frontiers in Education. (2025). Ethical considerations in digital learning and work-integrated education. Frontiers in Education, 10, Article 1497721.
https://www.frontiersin.org/journals/education/articles/10.3389/feduc.2025.1497721/full

International Labour Organization. (2022). Remote work and the future of decent work: Ethical and governance challenges. International Journal of Environmental Research and Public Health, 19(22), Article 9702894.
https://pmc.ncbi.nlm.nih.gov/articles/PMC9702894/

International Labour Organization. (2023). Digital surveillance, privacy, and employee well-being in remote work. International Journal of Environmental Research and Public Health, 20(3), Article 9922901.
https://pmc.ncbi.nlm.nih.gov/articles/PMC9922901/

Nguyen, T. T., & Malik, A. (2024). Ethical governance in virtual workplaces: Implications for internships and early-career workers. Journal of Responsible Innovation. Advance online publication.
https://www.emerald.com/jrit/article/doi/10.1108/JRIT-07-2024-0198/1254131

Smith, R. (2024). Power asymmetries and ethical risks in virtual internships. Journal of Applied Ethics and Organizational Studies. Advance online publication.
https://www.tandfonline.com/doi/abs/10.1080/23736992.2024.2333486

University of Cambridge. (2022). Governance, ethics, and responsibility in digital organizations. Cambridge Open Repository.
https://www.repository.cam.ac.uk/items/8256e91b-a5bb-4012-bf5c-69215ce2388b

 

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Safeguarding integrity: Mechanisms on reporting and addressing unethical behavior in Philippine schools

 CAFIRMA, HARLENE A.

MBA DIVINE WORD COLLEGE OF LAOAG

Abstract

This article explores the critical role of teachers and administrators in promoting integrity and safety within Philippine schools. Drawing from practical experience and policy guidelines, it discusses effective mechanisms for reporting and addressing unethical behavior, including whistleblower policies, anonymous reporting systems, open-door approaches, and formal complaint processes. The article also highlights the importance of impartial investigations, corrective actions, feedback, and whistleblower protection. Emphasis is placed on aligning school practices with the Department of Education’s child protection and anti-bullying policies to ensure a supportive and ethical educational environment for all.

Keywords: Integrity, whistleblower policies, anonymous reporting, school leadership, child protection, anti-bullying, ethical behavior, investigation, corrective action, Philippine education

Introduction

Having spent years in the Philippine educational system, I have witnessed firsthand how acts like cheating, bullying, and discrimination can deeply affect not only the individuals involved but also the broader school community. These incidents can erode trust, lower morale, and create an environment where students and staff feel unsafe or unsupported. The ripple effects of unethical behavior often extend beyond the immediate victims, impacting relationships, academic performance, and the overall culture of the school. Academic misconduct and the influence of integrity culture have been empirically studied in the Philippine context, highlighting how faculty and peer behavior shape ethical standards among students (Resurreccion, 2016).

As teachers and administrators, our influence goes beyond delivering lessons or managing operations—we are stewards of the school’s values and climate. Our actions and policies set the tone for what is acceptable and what will not be tolerated. By establishing clear, accessible mechanisms for reporting unethical behavior, we empower students, teachers, and staff to speak up when they witness or experience wrongdoing. This includes providing confidential reporting channels, ensuring anonymity when needed, and communicating that all reports will be taken seriously and handled impartially.

Moreover, our commitment to addressing these issues must be visible and consistent. When we respond promptly and fairly to reports of misconduct, we reinforce the message that integrity and respect are non-negotiable. We also build trust within the school community, assuring everyone that their well-being is a priority and that they are supported if they choose to come forward.

Ultimately, our leadership in promoting ethical conduct and safeguarding integrity helps create a school environment where everyone feels valued, protected, and motivated to contribute positively. By championing these efforts, we lay the foundation for a culture of safety, trust, and academic excellence.

Mechanism of reporting unethical behavior

Whistleblower Policies

Confidential reporting systems are essential for empowering both staff and students to speak up about unethical conduct. When these policies are clearly communicated, everyone understands not only what constitutes unethical behavior but also how to report it safely. Teachers and administrators must ensure that these policies are accessible, regularly reviewed, and reinforced through training and open discussions. This proactive approach helps build a culture where integrity is valued and protected. Effective reporting mechanisms, such as confidential systems and whistleblower policies, are recognized as essential for empowering school personnel to address child abuse and neglect (Alazri & Hanna, 2020).
Additionally, evidence-based ethics instructional methods have been developed to guide educators in responding to unethical behavior (Schreck, Ivy, & Zane, 2023). 

Anonymous options

Anonymous hotlines or digital platforms are particularly important for sensitive issues such as harassment or bullying. These options lower the barrier for reporting by removing the fear of identification or retaliation. Administrators should ensure these channels are easy to use, well-publicized, and monitored by impartial personnel. Regular reminders about these options can encourage more honest and timely reporting, leading to earlier intervention and support.
Bullying remains a significant concern in Philippine schools, and anonymous reporting mechanisms are vital for early intervention (Elemino et al., 2023).

Open-Door Policy

The leadership style and ethical conduct of school principals have a direct impact on the school climate, with research suggesting that transparent leadership can prevent unethical behaviors (Arslan et al., 2024). An open-door approach from school leaders fosters trust and transparency. When teachers and administrators are approachable and willing to listen, students and staff feel more comfortable sharing their concerns. This informal channel complements formal mechanisms, allowing issues to be addressed before they escalate. It also signals that leadership is genuinely invested in the well-being of the school community.

Written Complaints

Formal complaint processes ensure that serious issues, such as grade tampering or harassment, are properly documented and investigated. Written records provide a clear trail for accountability and follow-up. School leaders must handle these complaints impartially and confidentially, reassuring all parties that their concerns will be taken seriously and resolved fairly. Proper documentation and impartial investigation of complaints are vital, as demonstrated in studies of behavioral management practices in Philippine schools (Castino, 2023).

Addressing Unethical Behavior

Investigation

Impartial and confidential investigations are the backbone of a trustworthy reporting system. Assigning unbiased investigators, sometimes from outside the immediate school environment, helps ensure objectivity. Maintaining confidentiality throughout the process protects all parties and encourages future reporting. Teachers and administrators must be trained in proper investigative procedures to uphold fairness and integrity.

Corrective Actions

Disciplinary measures, such as warnings, suspensions, or required workshops, send a clear message that unethical behavior will not be tolerated. Consistency and fairness in applying these actions are vital for maintaining trust in the system. Teachers and administrators should also focus on restorative practices, helping offenders understand the impact of their actions and supporting their reintegration into the school community. Faculty perspectives highlight the challenges and solutions in upholding academic integrity, emphasizing the need for continuous feedback and professional development (Paranga, 2024).

Feedback

Providing feedback after a report is resolved helps build trust and demonstrates the school’s commitment to improvement. Regular follow-up and ongoing training reinforce a culture of integrity, ensuring that lessons learned from each case contribute to a safer and more ethical environment for everyone.

Whistleblower Protection

Adhering to established ethical principles, such as those outlined by the American Psychological Association (2017), ensures that whistleblowers are protected and ethical standards are maintained. Thus, clear policies against retaliation are essential for a successful reporting system. When teachers and administrators actively protect whistleblowers, it reassures the entire school community that speaking up will not result in negative consequences. This protection must be communicated clearly and enforced consistently, with swift action taken against any form of retaliation.

Local Policy Reference

The Department of Education’s Child Protection Policy (DO 40, s. 2012) and the Anti-Bullying Act of 2013 provide the legal foundation for safeguarding students and addressing unethical behavior in schools. And it provides a strong foundation for school policies. These guidelines require schools to have clear procedures for reporting and addressing unethical behavior, as well as a designated Child Protection Committee. Teachers and administrators are responsible for ensuring these policies are implemented, regularly reviewed, and followed in practice. By aligning school practices with national standards, leaders help create a safe and supportive environment for all students and staff.

Professional Standards

Professional standards for educational leaders, such as those outlined by the National Policy Board for Educational Administration, serve as a foundational guide for school leaders, emphasizing the critical role of ethics and accountability in educational settings. These standards articulate clear expectations for behavior, decision-making, and leadership practices, ensuring that administrators act with integrity and transparency in all aspects of school governance.

Conclusion

By championing effective reporting and investigation systems, teachers and administrators set the standard for ethical conduct within the school community. When we actively promote and uphold these mechanisms, we demonstrate our commitment to transparency, fairness, and accountability. This leadership not only reassures students and staff that their voices will be heard but also encourages them to speak up without fear of retaliation.

Our role goes beyond enforcing rules—we model the values of honesty and respect in our daily interactions. By ensuring that every report is taken seriously and investigated impartially, we foster trust and mutual respect among all members of the school. This proactive approach helps prevent issues from escalating, addresses problems promptly, and reinforces the message that unethical behavior will not be tolerated.

 

References

1. Alazri, Z., & Hanna, K. M. (2020). School personnel and child abuse and neglect reporting behavior: An integrative review. Children and Youth Services Review, 112, Article 104892. https://doi.org/10.1016/j.childyouth.2020.104892
2. Arslan, Y., Polat, S., Gürler, M., & Bulut, İ. (2024). Unethical behaviors of school principals according to teachers’ views: Causes and recommendations for prevention. International Journal of Psychology and Educational Studies, 11(1), 50–65. https://files.eric.ed.gov/fulltext/EJ1416196.pdf
3. Schreck, K. A., Ivy, J. W., & Zane, T. (2023). Teaching behavior analysts to address unethical behavior: Developing evidence-based ethics instructional methods. Behavior Analysis in Practice. Advance online publication. https://doi.org/10.1007/s40617-023-00845-6
4. Resurreccion, P. F. (2016). The impact of faculty, peers and integrity culture in the academe on academic misconduct among Filipino students: An empirical study based on social cognitive theory. International Journal of Educational Research and Technology, 7(2), 1–10. https://www.researchgate.net/publication/304169734_The_Impact_of_Faculty_Peers_and_Integrity_Culture_in_the_Academe_on_Academic_Misconduct_among_Filipino_Students_An_Empirical_Study_Based_on_Social_Cognitive_Theory
5. Paranga, N. R. (2024). Faculty perspectives on challenges and solutions in upholding academic integrity at a polytechnic college in Metro Manila. International Conference on Contemporary Education, Philosophy and History, 1–12. https://icceph.com/wp-content/uploads/2024/02/FACULTY-PERSPECTIVES-ON-CHALLENGES-AND-SOLUTIONS-IN-UPHOLDING-ACADEMIC-INTEGRITY-AT-A-Y-COLLEGE-IN-METRO-MANILA.pdf
6. Elemino, Q. J. A., Kilag, O. K. T., Almendral, C., Oroyan, C. M. G., Abu Jalboush, Y. B. A., & Ruizo, J. L. (2023). The silent epidemic: The bullying among children in Philippine schools. Journal of Educational Research and Practice, 1(6), 195–203. https://zenodo.org/records/10403829/files/v1%286%29+195-203+-+The-Silent-Epidemic.pdf
7. Castino, L. G. (2023). Child Protection Policy and Behavioral Management Practices in a Public Elementary School in Rizal, Philippines. International Journal of Multidisciplinary: Applied Business and Education Research, 4(1), 1–15. https://ejournals.ph/article.php?id=18752
8. American Psychological Association. (2017). Ethical principles of psychologists and code of conduct (2002, amended effective June 1, 2010, and January 1, 2017). https://www.apa.org/ethics/code/
9. Department of Education. (2012). DepEd Child Protection Policy (DO 40, s. 2012). https://www.deped.gov.ph/2012/05/14/do-40-s-2012-deped-child-protection-policy/
10. Republic Act No. 10627, Anti-Bullying Act of 2013. (2013). https://www.officialgazette.gov.ph/2013/09/12/republic-act-no-10627/
11. National Policy Board for Educational Administration. (2015). Professional standards for educational leaders 2015. http://www.npbea.org/wp-content/uploads/2017/06/Professional-Standards-for-Educational-Leaders_2015.pdf

 

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Ethical challenges of night shift work in the Philippines’ BPOS: Health, safety, and organizational responsibility

 MYKE ANGELITO MERLAS

DIVINE WORD COLLEGE OF LAOAG

Abstract

By and large, the Philippine BPO industry is driven by employment and economic growth through night shift operations serving North American and European markets. Although the underlying model has considerable economic value, ethical concerns regarding employee health, workplace safety, and corporate responsibility cannot be discounted. This article reviews the issues of occupational health research, ethics in labor, and relevant Philippine policy frameworks. This paper is underpinned by the premise that organizations should go beyond basic legal compliance to proactively ensure the well-being of night shift workers. The paper identifies policy gaps; highlights best practices; and outlines recommendations for business leaders, policy makers, and researchers on how to manage nocturnal labor more ethically and sustainably.

Keywords: Night shift work; Business Process Outsourcing; ethical challenges; occupational health; workplace safety; organizational responsibility; Philippines

Introduction

Over the past two decades, the Philippines positioned itself as a global leader in the business process outsourcing industry, providing services that range from customer support and technical assistance to finance and back‑office operations for international clients. Underpinning this success has been reliance on night shift schedules designed to align with Western business hours. This indeed has created millions of jobs and fueled phenomenal economic growth but created ethical concerns related to employee wellbeing. Night work disrupts one's normal sleeping pattern, or circadian rhythm, and is consistently linked to adverse health consequences, increased risk to safety, and social problems.

These issues are more pronounced in the Philippine setting, as BPO workers are predominantly young, urban, and economically dependent on wage premiums from nocturnal work. These create significant ethical concerns in respect of informed consent, long-term health consequences, and employer liability to protect employee welfare. The discussion emphasizes balancing economic gains with proactive steps by organizations and policymakers that adequately protect employee welfare to ensure the industry maintains a growth path that is both sustainable and ethically responsible.

The nature and growth of night shift work in Philippine BPOs

Night shift work in Philippine BPOs is basically driven by global outsourcing models that leverage time-zone differences to provide continuous service coverage. International Labour Organization studies and Philippine labor agencies confirm that the majority of voice-based BPO services are set during nighttime hours to match the schedules of Western businesses (Errighi et al., 2016; DOLE, 2020). The competitiveness of the industry thus rests structurally on night labor.

The ethical questions that this arrangement raises are those of distributive justice and the allocation of risk. Where client firms save on costs and continue with seamless operations, Filipino workers incur physiological and social costs from working against natural circadian rhythms. Academic literature has warned that financial incentives, such as night shift differentials, while legally mandated, may not compensate for cumulative health risks and therefore cannot be an ethically sufficient justification based on compensation principles (Standing, 2011).

Health implications of night work

Medical and occupational health studies continue to confirm that night shift working is linked to adverse physical health conditions, such as cardiovascular disease, metabolic disorders, gastrointestinal problems, and weakened immune function (Gan et al., 2015; Wang et al., 2011). The WHO and the International Agency for Research on Cancer classify night shift work as probably carcinogenic owing to its disruption of the circadian rhythm (WHO, 2019). Such evidence has been well-established across multiple populations and are not dependent on country-specific statistics.

Mental and social health effects are equally well-documented: Night workers have higher rates of sleep disorders, chronic fatigue, anxiety, and depressive symptoms, all of which lead to social disconnection because of misalignment with family and community routines (Booker et al., 2020). Philippine-based academic studies also underscore the work-life imbalance among call center employees and highlight ethical concerns regarding the prolonged exposure of employees to psychosocial stressors without adequate organizational support (Reyes & Amistad, 2019).

Safety concerns and workplace risks

Fatigue linked to night shift work increases the risk of committing errors, reduces alertness, and leads to occupational accidents (Folkard & Tucker, 2003). In the BPO sector, the risks are compounded by extended periods spent looking at screens and cognitively demanding tasks during biologically low-alertness periods.

In the Philippine context, safety hazards of employment extend beyond workplace premises into commuting in late-night hours when access to safe public transportation is limited. Coverage and quality vary widely across firms; government and ILO reports note, however, that some firms offer transportation and security measures (ILO, 2018). Poor and unequal provisions for safety raise ethical concerns over the differential protection of workers performing an inherently high-risk schedule.

Organizational responsibilities and ethical obligations

Ethical frameworks in employment relations emphasize the duty of care by organizations to avoid foreseeable harms at the workplace. The International Labour Organization identifies the responsibility of employers to ascertain occupational risks and implement their prevention, especially for nonstandard work arrangements such as night shifts (ILO, 2019).

In the case of Philippine BPOs, this ethical organizational responsibility requires open disclosure of health risks during recruitment, periodic health monitoring, access to mental health support, fatigue management strategies, and investment in safe transportation. Philippine labor law calls for night shift differentials, but ethical responsibility means much more than this, placing long-term worker well-being above short-term productivity gains.

Policy gaps, best practices, and future directions

Philippine labor laws largely deal with night work in terms of wage premiums, while less properly integrating occupational health research into enforceable standards. Gaps in psychosocial risk management, long-term health surveillance, and fatigue regulation for night workers have also been recognized in government and academic literature (DOLE, 2020; ILO, 2019).

These include ergonomic workplace design, evidence-based scheduling, wellness programs, and periodic health assessments that are all considered best practices in several international studies. Therefore, policy development in the future should be done in a way that labor standards are aligned with occupational health evidence, while future research should prioritize longitudinal studies on the cumulative health effects of night shift work among Filipino BPO employees.

Conclusion

The performance of night shift work in Philippine BPOs is embedded in a complex ethics domain regarding health, safety, and organizational responsibility. While the industry has brought economic gains, these must be weighed against the concerns on long-term staff welfare. Ethical business practice dictates that organizations must recognize there is an inherent risk from night work and mitigating this risk involves infrastructures of support. The duty of shaping the BPO sector, which is not only competitive and humane but also ethically founded, lies with the policymakers, employers, and scholars.

 References

Booker, L. A., Magee, M., Rajaratnam, S. M. W., Sletten, T. L., & Howard, M. E. (2020). Individual vulnerability to insomnia, excessive sleepiness, and shift work disorder. Sleep, 43(3), 1–11. https://doi.org/10.1093/sleep/zsz280

Department of Labor and Employment (DOLE). (2020). Working conditions in the business process outsourcing industry. Government of the Philippines.

Errighi, L., Bodwell, C., & Khatiwada, S. (2016). Business process outsourcing in the Philippines: Challenges for decent work. International Labour Organization.

Folkard, S., & Tucker, P. (2003). Shift work, safety and productivity. Occupational Medicine, 53(2), 95–101. https://doi.org/10.1093/occmed/kqg047

Gan, Y., Yang, C., Tong, X., et al. (2015). Shift work and diabetes mellitus: A meta-analysis. Occupational and Environmental Medicine, 72(1), 72–78. https://doi.org/10.1136/oemed-2014-102150

International Labour Organization. (2018). Improving safety and health in night work. ILO.

International Labour Organization. (2019). Safety and health at the heart of the future of work. ILO.

Reyes, J. P., & Amistad, L. A. (2019). Work–life balance of night-shift employees in Philippine call centers. Philippine Journal of Psychology, 52(2), 155–176.

Standing, G. (2011). The precariat: The new dangerous class. Bloomsbury Academic.

World Health Organization. (2019). Night shift work and cancer risk. WHO.

 

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