Egoism: Psychological and Moral

EGOISM

View on egoism

Among the three types of egoism, namely psychological, ethical, and rational, psychological egoism stands out as the most prevalent and widely recognized form. Egoism, in its broadest sense, revolves around satisfying self-interests, a fundamental aspect of human behavior and motivation. Psychological egoism, in particular, encompasses a wide array of human activities fundamentally centered on self-benefit, suggesting that all actions, whether overtly altruistic or seemingly selfless, ultimately serve the individual's interests. This perspective posits that even acts of kindness and generosity are driven by an underlying desire for personal gain, whether that gain is tangible or intangible, such as feelings of satisfaction, social approval, or enhanced self-esteem. In contrast, ethical egoism is often characterized as a normative theory, which means it prescribes how individuals ought to act. This form of egoism asserts that individuals should prioritize their interests while also considering the implications of their actions on others. Ethical egoism encourages individuals to seek their own well-being but also acknowledges the importance of fostering relationships and mutual benefits, suggesting that helping others can, in turn, lead to personal advantages. This approach creates a framework where self-interest and the welfare of others can coexist, promoting a balance between personal gain and social responsibility.

On the other hand, rational egoism provides a more analytical perspective, positing that individuals should promote their own interests based on logical reasoning. This theory suggests that it is sensible for a person to act in a way that maximizes their advantage as long as such actions are justifiable through reasoned argumentation. Rational egoism emphasizes the importance of making decisions that are not only beneficial but also grounded in sound reasoning, thereby encouraging individuals to consider the long-term consequences of their actions on their own lives. Unlike ethical and rational egoisms, which incorporate considerations of other parties' benefits to varying degrees, psychological egoism is singularly focused on the individual's actions, behaviors, or decisions that are motivated solely by self-interest. This makes psychological egoism a more deterministic perspective, suggesting that human beings are inherently driven by their own needs and desires, often disregarding the needs of others in the process. This view raises important questions about the nature of altruism and whether true selflessness can exist, as it implies that even the most generous acts are ultimately rooted in a desire for personal fulfillment or advantage. In summary, while all three forms of egoism share a common thread of self-interest, they diverge significantly in their implications and the extent to which they acknowledge the role of others in the pursuit of personal goals.

From an ethical viewpoint, egoistic behavior is flawed and contradicts moral standards. Ethics is about broadening individuals' perspectives, enhancing human analytical thinking, and enabling them to act and make decisions that favor everyone, not only the self. Therefore, egoism is not ethical since it mainly revolves around self-interests as the foundation of morality, leading to ignorance of others' welfare and selfishness.

How does the ego get in the way of ethical decisions in the workplace?

Egoism is toxic to the workplace. Ego obscures individuals from non-biased observations and comprehension. Egocentric views are far from reality since they are validated by one's own logic that can be different from the truth. As mentioned above, egoism often leads to selfishness and prevents individuals from critical thinking, which is essential for having a productive workplace. Egocentric individuals often don't listen to others' suggestions and critical feedback since they find their own ideas more beneficial - not for the entire system, mainly for that particular individual. Egoism is the essence of over-estimating own capacities and underestimating others' capabilities.

All these adversities prevent managers, or any authority in the workplace, from connecting with others, hearing their opinions, seeing their efforts, providing team members with opportunities, establishing trust, and increasing productivity, which collectively dooms an operation.

Should leaders get benefits others do not receive?

The answer is no. It is critical for a business willing to succeed to establish an environment where everyone, from a line-level employee to an executive, feels equal. The only benefit that managers should receive is a higher remuneration than their employees, which is to compensate for extra workload and responsibility. Other types of additional benefits would cause resentment within the workforce. For instance, proving company-owned vehicles to executive-level employees for personal use. If the fact were due to accomplishing the company's tasks, that would be different. But, because the benefit satisfies an individual's personal need, it becomes an issue.

How could leaders be better rewarded for promoting ethical behavior?

In order for managers to promote ethical behavior, they need to be role models and be more visible. Employees follow their top managers to find out what behavior is acceptable to them as the company's representatives. "Senior management sets the tone for ethics in the workplace" ("Managing Ethics in the Workplace," 2019). Managers should explicitly communicate ethical expectations and eliminate vague signals and gray areas in understanding ethical codes. An organization's moral standards play a significant role in reducing ethical ambiguities. Ethical codes communicate a firm's immediate values and the moral standards that workers are expected to follow. It is substantial that leaders follow the same principles. Codes of ethics become worthless if employees observe their managers' failure to comply with the ethical regulations of the company. Furthermore, it is beneficial for its leaders if they visibly reward righteous acts and punish unethical practices. Rigidly enforcing this policy offers positive effects on the teams' performance.

"Managing Ethics in the Workplace | Alvernia University Online." Alvernia Online, 20 Feb. 2019, online.alvernia.edu/articles/ethics-in-the-workplace/.

Lafollette, H. (2007). The practice of ethics. Blackwell.