Who You Gon Na Call

The Canadian Health Information Management Association Code of Ethics outlines a powerful standard for Health Information Management Professionals. When one becomes a member of CHIMA along comes the responsibility of following the code of ethics as faithfully and professionally as possible. Although the interpretation of the guidelines can vary among individuals and organizations, the basis and underlying meaning of each code should be synonymous. The ten codes set general expectations for HIM professionals that help the public understand the ethical views of CHIMA. With these ethics in place we are able to decrease the number of breaches, improve data quality and encourage lifelong learning. There are a number of breaches that occur in healthcare settings that go unreported on a daily basis. The reason for these cases going unreported could be the lack of knowledge of severity and consequences, or have a malicious intent. The case study is a definite breach of the CHIMA code of ethics- and could fall into numbers 1-10, but in my opinion is more relevant to numbers 2-3, 5-7 and 9. Jane should have acted in a more proactive manner reflecting CHIMA values and informed the appropriate individuals so that they correct actions could be made.

employer, professional regulatory body, and the law for an unwarranted breach of confidence, it is essential that any disclosure of information is done appropriately within the requirements of the duty owed to the patient” (Griffith, 2015, p.358). The law is very strict and nobody has the right to violate the patient's confidentiality and have access to the medical information without been authorized by the patient. For this action Kevin will need written authorization in order to have access to the records. According to the Code of Ethics for Nurses is the nurse who is charged with helping to preserve the patient’s privacy by only asking the questions that are clinically relevant. “Confidentiality is

or ineffective handling of an administrative situation. Some of the data and names in this case have been disguised to

4.) Employee Compliance to the Code: The entire staff is expected to be compliant to the rules and regulations set forth by Company X. Reported accounts of non-compliance will lead to an internal investigation of both the accuser as well as the accused; disciplinary action will necessarily follow if company rules and regulations have not been adhered to or improperly dismissed. Granted that there are many different situations that could arise in which one would believe unethical behavior or misconduct transpired; therefore, it is suggested that first the issue in question is evaluated before presenting to one’s direct

The author of Proverbs confirms to "Trust in the Lord with all your heart, and do not lean on your own understanding, in all your ways acknowledge Him and He will make your paths straight" (Proverbs 3:5-6, ESV). Employee ethical concerns are to be dealt with according to internal process and procedure, such as employee and contractor agreements. First, I would find an ethics hotline for the company. These hotlines are meant to allow employees and contractors to report possible wrong business practices and discrimination. Next, I would inform my direct management of the findings. After this discussion, I would consult the appropriate legal counsel about next steps understanding that the CIO may retaliate but morally, I have to report the issue. Employees must be trained on the ethical and legal implication of falsifying information and proper way to respond to differing opinions (Kaupins & Park, 2011). As seen in Proverbs 21:6 " The getting of treasures by a lying tongue is a fleeting vapor and a snare of death" (ESV). My trust is in the Lord and He will glad my decision and protect me. A job is temporal but my faith is eternal. God will provide employment is I lose my job for reporting the issue. Additionally, he will be by my side to guide me through the legal ramification of reporting the tampering of business data and

Carer A will pick carer B on her way to work because they both live in the same vicinity, but on this faithful day, carer B decided to be a whistleblower. She reported because she wants to protect her interest, that of her client and the company. She mentioned that carer A no longer pick her up, she has been getting to the client earlier than the scheduled time or whenever they are together, carer A bosses her by leaving her to work all by herself without assisting her and at the end they both get paid or occasionally carer A would have finished the work before she gets to the client. Carer B said she thought that carer A would change after challenging her but instead carer A continued with the wrongdoing to the extent that the client has begin to ask questions about who was supposed to double-up with carer A or asking carer B why she was

First piece of advice I would offer would be to calm down and let’s make a rational decision. How long as the problem been occurring and are there any plans of action to improve the employee? If not, then I would suggest a warning or correction needs to take place. In some cases, a verbal counseling might be the better way to go. This is a great way to talk about, attendance, communication and other behavioral issues. It appears that it could be an emotional feeling that management is feeling, because of the statement that was made about the employee. It is important for that proper documentation is provided and is there any chances that the employee is salvageable. Often time, there can be training implemented that allows management to correct the problem without termination taking place.

A month previously Ramos received a phone call to a company hotline from fired employee, Betty Koster, who had been working in the accounting department for the past 8 years and believed that her termination was based on age discrimination. As Ramos already knew from her experience, calls from employees usually lead to investigation and should be handled immediately in order to avoid any possible lawsuit. After investigation of Koster’s employment file and interview with her supervisor, Simon Peel, Ramos understood that she needed evidence from Koster about age discrimination, since having been the oldest in department and the only person fired does not prove the allegation. When Ramos conducted a second call to the employee, Koster was very emotional and revealed new information about possible noncompliance with accounting procedures. Based upon her statement, sales representative Mark Tomkin, was alleged to have asked the accounting team to process entries without required approvals and or all required documents. Koster was the only one who did not agree to post anything into the accounting system without supporting documents. This was the reason why she believed that she had been fired.

The behavioral and chemical dependency hospital I worked for was 70-bed hospital employed mental health technicians, nurses, social workers and doctors. One day I received a call from one of our mental health technicians who informed me that her colleague is “having an affair” with one of our patients. According to the claim, the night shift mental health technician witnessed what seemed to be a shadow of the technician performing inappropriate sexual acts with the patient. Two of our technicians supposedly witnessed the incident during their night shift. One witness stated that our technician made a comment about being in love with the teenager. After learning of the incident, I tried to reach out to the accused to understand her side; however, I was unable to reach her because she has been calling in sick. I later learned that the patient involved was only 16 years old and our mental health technician was in her early thirties. The sixteen year old patient was released from out hospital shortly after I learned about the incident and some claimed that our mental health technician picked her up and took her in. I reached out to the technician once again to start my investigation and I was successful in setting up a meeting with her. She arrived thirty minutes before and seemed very upset when she came into the office and said “I quit” slamming her hand on my desk and

You have been employed as an entry-level management accountant for a little under a year. You suspect that your immediate supervisor is involved in a significant fraud involving diverting of company assets to personal use. Briefly describe the steps you might take to resolve this dilemma and use a real world example (not hypothetical) to support your approach.

She breached duty of care and responsibility to the client, as documented in the (ACA, 2012), 3.1 (a). The consequences of this are unethical and risk harming the client.

The situation is that Tina started the job as she thought and that it would increase her knowledge. When she did various tasks after joining the organization, she found that the job is based on fake IDs, fake recommendation for books, and there is very little use of knowledge and the tasks are done for the sake of tasks. First, Tina should analyze and decide the perspective of the situation. In a simple and theoretical way, the situation may be considered in a legal perspective as well. However, the case snapshot states that it is more of an ethical situation and this perspective should be prevailed in deciding the response.

When looking at the IMA Statement of Ethical Professional Practice, there were some steps that Betty Vinson could have taken to avoid any of the punishments that were given to her. Before following any of the IMA’s recommended actions of recourse, Vinson should have referred to WorldCom’s recognized policies on ethical behavior and follow the actions that they have written and approved to take. If WorldCom’s executives still were demanding her to falsify the journal entries after following her company’s policy, then the IMA would state that she should have discussed the issue with your immediate supervisor or the next level of management if her supervisor was involved in the unethical activity. One important thing to note with this, however, is that “Contact with levels above the immediate superior should be initiated only with your superior’s knowledge, assuming he or she is not involved (Institute of Management Accountants, 2005).

Other concerns are conversations within the hospital cafeterias/lobbies about patients and their families, and employees sharing information throughout the hallways without a “need to know.” Once employees discover their colleagues looking at patient information without a “need to know basis,” and, other wrong doings according to the agency’s standards, their own sense of what is right and wrong instantly comes into question. Reporting the unethical behavior, the employee who had discovered the violations of patient rights is presented with a number of difficult choices. The legal basis for imposing liability for a breach of confidentiality is more extensive than ethical guidelines, which dictate the morally right thing to do.

Martin Marietta took a hands-on approach in creating their Ethics Program, but monitoring 60,000 employees “ethical decisions” took a large workforce. In 1986, a committee including Martin Marietta and several other defense contractors created “A Defense Industry Initiative on Business Ethics and Conduct (DII).” Martin Marietta placed their entire company under a voluntary disclosure program, which required all employee misconduct to be reported, monitored, and resolved. To achieve this task, an audit committee was formed which tripled in manpower between 1986 and 1991. George Sammet was placed in charge of the Ethics program by insuring the employee’s complaints, questions, and concerns were heard and dealt with. “Ethic Officers” were placed at all of Martin Marietta’s branches to handle employee related issues. Ethical complaints could be made anonymously or vocally to field “Ethic Officers.” Once complaints were made the ethic officers would report them for investigation through audit, personnel, security, or legal staff. Almost half of the complaints which were reported were personnel related cases including salaries, promotions, and poor supervisory skills. But, with such an elaborate program, employees quickly became aware of possible retaliation for reporting issues. Once the issues were reported, they then needed to be dealt with. This could include verbal or written reprimand, transfer, or possible