The wave of digital transformation sweeping through today’s workplaces is redefining how organisations operate, how decisions are made, and how employees interact with their work. Digital transformation driven by artificial intelligence, automation, cloud computing, and data analytics is reshaping how organisations in Nigeria handle operational, management, and logistics issues. However, amid this transformation lies a critical question that must be addressed: Can a digitally transformed work environment be ethical? For business associates such as human resources leaders, legal and compliance officers, middle managers, and IT managers, this question is not just a theoretical concern. It impacts business ethics issues like accountability, fairness, compliance, organisational performance, and most importantly, trust.
There is an ethical dilemma when assessing digital transformation in the workplace, especially as it pertains to work environments in developing economies like Nigeria. While it is arguably true that digitisation of the work environment offers tremendous value in terms of connectivity, innovations, and efficiency, its accelerated incorporation into Nigerian work environments raises ethical concerns.
One of these ethical concerns is data privacy and employee surveillance. For instance, workplace monitoring tools such as productivity trackers, keystroke loggers, and AI-powered behaviour analytics are now commonplace. While these technologies are lauded for increasing employee compliance and improving performance, they also hold the risk of impeding personal spaces. Also, how transparent is the process of performance data collection and evaluation? HR leaders and compliance officers must pay attention to the transparency around how data is collected, used, and stored, as poor handling can lead to distrust and morale issues.
Another ethical concern is digital inequality. Not every employee would have access to digital technologies. In resource- and logistics-deprived environments like Nigeria, companies may prioritise some employees over others in the access to digital technology. Take for instance, Mr. Ola is a market researcher, and Miss Ibike is a member of the custodial staff at Kenzy Logistics, a startup logistics company in Lagos, and access to laptops is limited. It is logical to assume that Mr. Ola would be prioritised. Then here comes the dilemma. How would middle managers and team leaders assess performance? Some employees may struggle with digital literacy and lack of access to adequate tools and training. As such, middle managers and team leaders must maintain an ethically inclusive environment by creating programs and resources to reduce workplace inequities, which may negatively impact participation and performance.
“It behoves business leaders such as HR and ethics leaders, middle managers, legal compliance officers, and team leads to ensure that employees are aware of what digital tools are used and why, in clear terms that are not buried in lengthy policy ambiguities.”
Likewise, algorithmic bias and automation in human resources are other critical areas of concern. AI is increasingly utilised today in typical HR processes like recruitment, performance reviews, promotion decisions, and manpower planning. However, if these AI systems are trained on biased data or lack human oversight in operational functions, they can reinforce existing inequities. Hence, how can HR and legal teams in organisations reduce discrimination and increase fairness? There is then a need for HR leaders and legal teams to introduce the ethical imperative of ensuring transparency, auditability of automated decisions, and human oversight that questions the defensibility of automated decisions. This will ensure fairness.
Another ethical area of concern is the mental health of employees. The question here is how do business associates manage overwork and mental stress in employees? Constant connectivity made possible by digitisation can often blur the lines between work and personal life, leading to stress and burnout due to overwork. This is a critical dilemma area in organisations, as technology now allows tasks to be completed remotely; team leads may unconsciously pressure their team to work round-the-clock. This is ethically problematic, even if it is framed as flexibility.
Addressing ethical concerns associated with the digitisation of the work environment calls business leaders to constructively build ethical digital work environments. Digitally transformed work environments can be ethical, but only with intentional, cross-functional leadership. It behoves business leaders such as HR and ethics leaders, middle managers, legal compliance officers, and team leads to ensure that employees are aware of what digital tools are used and why, in clear terms that are not buried in lengthy policy ambiguities. Access to digital tools should also be inclusive and fair to all. Likewise, employee well-being and autonomy must be encouraged by business leaders. Also, the task of achieving an ethical digital work environment must be pursued by all partners in an organisation. HR leaders and legal compliance leaders must also conduct the role of accountability and oversight and create escalation channels for ethical concerns to reduce risk.
Ultimately, digital transformation is not just about tools; it is about people. In today’s competitive business environment, organisations that ignore transparency and ethical digitisation do so at their own peril. Hence, a digital workplace built on fairness, transparency, and trust is not just ethically sound; it is also more resilient, innovative, and attractive to top talent—as a matter of fact, more sustainable.
Emmanuel Orakwe is a doctoral student in development studies and a research assistant at the Christopher Kolade Centre for Research in Leadership and Ethics (CKCRLE), Lagos Business School.
