Ethical Governance and Human Resources Management in the Bank of Sierra Leone

This quantitative study examined ethical governance and human resources (HR) management practices at the Bank of Sierra Leone (BSL), focusing on balancing employee rights with organizational objectives. Guided by Stakeholder Theory, the research emphasized the importance of considering all stakeholders, particularly employees, in the bank's governance framework. Employing a descriptive cross-sectional survey design, the study collected primary data through structured questionnaires administered to a randomly selected sample of 100 employees from a population of approximately 1,000, achieving an 85% response rate. This approach provided a snapshot of employees' perceptions and experiences related to ethical governance at a single point in time. Findings indicated that BSL had established formal structures to promote ethical governance, such as oversight committees and codes of conduct. However, instances of workplace injustice, including unlawful dismissals and discrimination, were identified, suggesting gaps between policy and practice. The study also revealed that external pressures, such as societal expectations and regulatory requirements, influenced BSL's HR practices. Despite these pressures, internal dynamics, including management's commitment to ethical principles, played a crucial role in shaping the bank's governance culture. In conclusion, while BSL had frameworks in place for ethical governance, inconsistencies in implementation affected employee trust and organizational effectiveness. The study recommended strengthening internal mechanisms to ensure that ethical policies are consistently applied, thereby enhancing employee satisfaction and aligning with the bank's strategic goals.