Determinants and Consequences of Ethics in Human Actions
Introduction
Ethical behaviour does not occur in a vacuum. It is shaped by a variety of internal and external factors, and it produces powerful outcomes for individuals, organisations and society. Understanding the determinants and consequences of ethics in human actions helps learners analyse moral dilemmas realistically instead of treating ethics as mere theory.
This module explains what drives people towards ethical or unethical choices, and how those choices affect personal character, institutions, social trust and the wider world.
Section A — Overview: Determinants and Consequences
The ethical quality of any action depends on its determinants (what caused it) and its consequences (what it leads to). Both must be considered while assessing moral responsibility and learning from experience.
flowchart LR classDef blue fill:#E3F2FD,stroke:#1565C0,color:#0D47A1; classDef cream fill:#FFF9E6,stroke:#FFB74D,color:#5D4037; classDef gold fill:#FFF3CD,stroke:#FFCA28,color:#5D4037; A["Ethical / Unethical Action"]:::blue --> B["Determinants
(Why it happened?)"]:::cream A --> C["Consequences
(What it leads to?)"]:::gold B --> D["Internal Factors"]:::blue B --> E["External Factors"]:::cream C --> F["Individual Outcomes"]:::blue C --> G["Institutional Outcomes"]:::cream C --> H["Societal & Global Outcomes"]:::gold
Section B — Determinants of Ethics in Human Actions
Determinants of ethics are the factors that influence whether a person acts ethically or unethically in a given situation. These determinants include internal qualities of the person and external features of the environment in which they act.
B1. Internal vs External Determinants
| Type of Determinant | Brief Description | Examples |
|---|---|---|
| Internal Determinants | Factors within the individual that shape decisions. | Values, conscience, personality, moral reasoning, emotions. |
| External Determinants | Factors outside the individual that influence conduct. | Family, culture, laws, organisational climate, peer pressure, incentives. |
B2. Internal Determinants
Internal determinants relate to the inner world of the person. They make some individuals more likely to behave ethically across situations, while others may easily compromise under pressure.
| Internal Determinant | Explanation | Ethical Effect |
|---|---|---|
| Personal Values | Stable beliefs about what is right, important or desirable. | Strong values like honesty, fairness and compassion promote ethical choices. |
| Conscience | Inner voice that evaluates actions as right or wrong. | Healthy conscience produces guilt after wrongdoing and satisfaction after good deeds. |
| Personality Traits | Relatively enduring characteristics such as integrity, self-control or narcissism. | Traits like empathy and self-discipline support ethical conduct; impulsiveness or arrogance may hinder it. |
| Moral Reasoning | Ability to think through ethical dilemmas logically. | Higher moral reasoning helps balance conflicting duties and consequences. |
| Emotions | Feelings such as anger, fear, shame, pride and empathy. | Uncontrolled anger can cause harm; empathy increases helping behaviour. |
| Past Experiences | Learning from prior rewards, punishments and role models. | Positive reinforcement of good behaviour strengthens ethical habits. |
B3. External Determinants
External determinants arise from the environment. Even individuals with strong values may struggle if they work in deeply unethical surroundings, while supportive systems can encourage ethical action.
| External Determinant | Explanation | Ethical Effect |
|---|---|---|
| Family & Early Socialisation | Early lessons, role models and discipline patterns. | Ethical families promote honesty and responsibility; dysfunctional ones may normalise cheating or violence. |
| Cultural & Social Norms | Shared expectations about acceptable behaviour. | Norms favouring fairness and cooperation support ethics; norms tolerating corruption weaken it. |
| Legal & Regulatory Framework | Laws, rules and enforcement systems. | Strong enforcement deters unethical acts; weak enforcement encourages violations. |
| Organisational Climate | Values and practices within workplaces and institutions. | Transparent, rule-based organisations reduce corruption; politicised or opaque systems enable it. |
| Leadership & Role Models | Behaviour of seniors, mentors and public figures. | Ethical leaders create a culture of integrity; unethical leaders signal that wrong behaviour is acceptable. |
| Peer Pressure | Influence from colleagues, friends and groups. | Groups can support whistleblowing or, alternatively, normalise wrongdoing. |
| Rewards & Incentives | Material or symbolic returns for behaviour. | Systems that reward short-cuts or manipulation push people towards unethical actions. |
| Technology & Systems | Digital platforms, surveillance and access to information. | Technology can increase transparency or enable new forms of misuse, depending on design. |
B4. Interaction of Determinants
In real life, internal and external determinants interact. A person with strong values may resist negative influences, while someone with weak convictions may be easily led into wrongdoing by a corrupt environment.
flowchart TD classDef blue fill:#E3F2FD,stroke:#1565C0; classDef cream fill:#FFF9E6,stroke:#FFB74D; A["Internal Factors
(Values, Conscience, Personality)"]:::cream --> C["Ethical / Unethical Choice"]:::blue B["External Factors
(Culture, Laws, Organisation, Peers)"]:::blue --> C C --> D["Final Behaviour in a Situation"]:::cream
Section C — Consequences of Ethics in Human Actions
Ethical and unethical actions both generate consequences. These consequences appear at multiple levels: for the individual (psychological and practical outcomes), for institutions and for society at large.
C1. Individual Consequences
Ethical behaviour affects an individual’s inner life and long-term prospects. So does unethical behaviour, though often in the opposite direction.
| Type of Behaviour | Psychological Consequences | Practical Consequences |
|---|---|---|
| Ethical Behaviour | Peace of mind, self-respect, reduced guilt and inner stability. | Trust from others, good reputation, long-term credibility and opportunities. |
| Unethical Behaviour | Guilt, anxiety, fear of exposure, moral conflict. | Loss of trust, damaged relationships, disciplinary action or legal punishment. |
C2. Organisational Consequences
In offices, departments and institutions, patterns of ethical or unethical behaviour can either strengthen or break the organisation from within.
| Ethical Pattern | Effect on Organisation |
|---|---|
| High Integrity Culture | Improved morale, cooperation, productivity and stakeholder trust. |
| Transparent Processes | Fewer disputes, reduced corruption and smoother service delivery. |
| Unethical Culture (e.g. bribery, favouritism) | Low motivation, internal conflict, reputational damage and legal risk. |
| Leadership Misconduct | Demoralisation of honest employees and normalisation of unethical actions. |
C3. Societal and Global Consequences
At a larger scale, the ethical quality of actions taken by individuals and institutions shapes social cohesion, economic development and global stability.
| Area | Ethical Behaviour Leads To | Unethical Behaviour Leads To |
|---|---|---|
| Social Trust | High trust, cooperation, reduced conflict. | Cynicism, division, increased violence and crime. |
| Public Institutions | Credibility, stability and effective governance. | Corruption, inefficiency and recurring crises. |
| Economy | Fair competition, sustained growth and investor confidence. | Fraud, inequality, distorted markets and instability. |
| Environment | Sustainable development, conservation of resources. | Pollution, climate crises, loss of biodiversity. |
| Global Relations | Peace, cooperation and respect for international norms. | War, exploitation, human rights violations. |
Section D — Ethical Feedback Loop
Consequences of actions feed back into determinants. When ethical behaviour is rewarded and recognised, it strengthens ethical determinants; when unethical acts go unpunished or are rewarded, they weaken ethical motivation.
flowchart TD classDef blue fill:#E3F2FD,stroke:#1565C0; classDef cream fill:#FFF9E6,stroke:#FFB74D; classDef gold fill:#FFF3CD,stroke:#FFCA28; A["Determinants"]:::cream --> B["Ethical / Unethical Action"]:::blue B --> C["Consequences"]:::gold C --> D["Learning & Reinforcement"]:::cream D --> A
This feedback loop explains why ethical systems need both strong internal values and supportive external structures such as fair laws, transparent institutions and positive role models.
Section E — Quick Revision Snapshot
The following table summarises the core ideas of determinants and consequences of ethics in human actions.
| Aspect | Key Points | Keywords |
|---|---|---|
| Internal Determinants | Values, conscience, personality, moral reasoning, emotions. | Character, conscience, self-control. |
| External Determinants | Family, culture, laws, organisational climate, peers, incentives. | Systems, structures, environment. |
| Individual Consequences | Psychological peace or guilt; trust or stigma. | Self-respect, anxiety, reputation. |
| Organisational Consequences | High or low morale, efficiency, corruption. | Culture, leadership, trust. |
| Societal Consequences | Social harmony or conflict; development or decay. | Social capital, justice, stability. |
| Global Consequences | Peace or war; sustainability or crisis. | Human rights, global justice, environment. |
