Corruption"Internal control standards and procedures, which accounting and auditing research recommend, have attained tremendous success over the years (Porter 1997, p. 14). However, their potential to completely weed out the vices only reaches a certain level beyond which huge expenditure is not worth the efforts.
It is not entirely possible to unearth all fraudulent activities and the tightest systems pay a huge cost to maintain accuracy and consistency. One of the main reasons is that fraudulent behavior is a matter of ethics, which depends of a number of variables bordering personal commitments. Employees’ ethical behavior defines the ability of the organization to withstand vices that precipitate fraud and corruption (Alleyne &. Howard 2005, p. 285). In order to illustrate the difficulty of having an organization free of corruption and fraud, every employee’s profile on ethical orientation must form the basis of the objectivity of financial procedures. This would entail a rigorous behavioral assessment of the human resources, to dig deep into potential corruptibility of their ethics (Belloli 2006, p. 94). Psychometric assessment of the employees in such a system would however not provide the relevant team in terms of balancing talent and skills for the human resources needed in the organization. Businesses in this sense would look for pure human teams representing the cream of the society in terms of ethical orientation (Boynton, Johnson &. Kell 2005, p. 11).
The implication that behavior profiling would have is that the capitalism spirit of greed and unreserved aggressiveness in attaining material wealth would dramatically reduce in the organization if such a team were composed (Holtfreter 2004, p. 89). Exclusion of the rest of the society based on ethical values would perhaps attract cynical perceptions about the organization, considering that the business .platform is largely secularized. .