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PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice.

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Presentation on theme: "PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice."— Presentation transcript:

1 PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Ethics, Justice, and Fair Treatment in HR Management Chapter 14 Part 5 | Employee Relations

2 © 2008 Prentice Hall, Inc. All rights reserved.14–2 After studying this chapter, you should be able to: 1.Explain what is meant by ethical behavior at work. 2.Discuss important factors that shape ethical behavior at work. 3.Describe at least four specific ways in which HR management can influence ethical behavior at work. 4.Employ fair disciplinary practices. 5.List at least four important factors in managing dismissals effectively.

3 © 2008 Prentice Hall, Inc. All rights reserved.14–3 Ethics and Fair Treatment at Work The Meaning of EthicsThe Meaning of Ethics The principles of conduct governing an individual or a group. The principles of conduct governing an individual or a group. The standards you use to decide what your conduct should be. The standards you use to decide what your conduct should be. Ethical behavior depends on a persons frame of reference. Ethical behavior depends on a persons frame of reference. Ethical DecisionsEthical Decisions Normative judgments Normative judgments Morality Morality

4 © 2008 Prentice Hall, Inc. All rights reserved.14–4 What Is Organizational Culture? Organizational cultureOrganizational culture The characteristic values, traditions, and behaviors a companys employees share. The characteristic values, traditions, and behaviors a companys employees share. How is culture is revealed?How is culture is revealed? Ceremonial events Ceremonial events Written rules and spoken commands Written rules and spoken commands Office layout Office layout Organizational structure Organizational structure Dress codes Dress codes Cultural symbols and behaviors Cultural symbols and behaviors Figureheads Figureheads

5 © 2008 Prentice Hall, Inc. All rights reserved.14–5 HRM-Related Ethics Activities SelectionSelection Fostering the perception of fairness in the processes of recruitment and hiring of people. Fostering the perception of fairness in the processes of recruitment and hiring of people. Formal procedures Formal procedures Interpersonal treatment Interpersonal treatment Providing explanations Providing explanations Selection tools Selection tools Two-way communication Two-way communication TrainingTraining How to recognize ethical dilemmas. How to recognize ethical dilemmas. How to use ethical frameworks to resolve problems. How to use ethical frameworks to resolve problems. How to use HR functions in ethical ways. How to use HR functions in ethical ways.

6 © 2008 Prentice Hall, Inc. All rights reserved.14–6 HRM-Related Ethics Activities (contd) Performance AppraisalPerformance Appraisal Appraisals that make it clear that the company adheres to high ethical standards by measuring and rewarding employees who follow those standards. Appraisals that make it clear that the company adheres to high ethical standards by measuring and rewarding employees who follow those standards. Reward and Disciplinary SystemsReward and Disciplinary Systems The organization swiftly and harshly punishes unethical conduct. The organization swiftly and harshly punishes unethical conduct. Workplace Aggression and ViolenceWorkplace Aggression and Violence Taking care that HR actions do not foster perceptions of inequities that translate into dysfunctional behaviors by employees. Taking care that HR actions do not foster perceptions of inequities that translate into dysfunctional behaviors by employees.

7 © 2008 Prentice Hall, Inc. All rights reserved.14–7 Discipline Without Punishment (Nonpunitive Discipline) 1.Issue an oral reminder. 2.Should another incident arise within six weeks, issue a formal written reminder, a copy of which is placed in the employees personnel file. 3.Give a paid, one-day decision-making leave. 4.If no further incidents occur in the next year, then purge the one-day paid suspension from the persons file. If the behavior is repeated, the next step is dismissal.

8 © 2008 Prentice Hall, Inc. All rights reserved.14–8 Employee Privacy Employee privacy violations upheld by courts:Employee privacy violations upheld by courts: Intrusion Intrusion Publication of private matters Publication of private matters Disclosure of medical records Disclosure of medical records Appropriation of an employees name or likeness Appropriation of an employees name or likeness Actions triggering privacy violations:Actions triggering privacy violations: Background checks Background checks Monitoring off-duty conduct and lifestyle Monitoring off-duty conduct and lifestyle Drug testing Drug testing Workplace searches Workplace searches Monitoring of workplace Monitoring of workplace

9 © 2008 Prentice Hall, Inc. All rights reserved.14–9 Managing Dismissals DismissalDismissal Involuntary termination of an employees employment with the firm. Involuntary termination of an employees employment with the firm. Terminate-at-Will RuleTerminate-at-Will Rule Without a contract, the employee can resign for any reason, at will, and the employer can similarly dismiss the employee for any reason (or no reason), at will. Without a contract, the employee can resign for any reason, at will, and the employer can similarly dismiss the employee for any reason (or no reason), at will.

10 © 2008 Prentice Hall, Inc. All rights reserved.14–10 Avoiding Wrongful Discharge Suits Bases for Wrongful Discharge SuitsBases for Wrongful Discharge Suits Discharge does not comply with the law. Discharge does not comply with the law. Discharge does not comply with the contractual arrangement stated or implied by the firm via its employment application forms, employee manuals, or other promises. Discharge does not comply with the contractual arrangement stated or implied by the firm via its employment application forms, employee manuals, or other promises. Avoiding Wrongful Discharge SuitsAvoiding Wrongful Discharge Suits Set up employment policies and dispute resolution procedures that make employees feel treated fairly. Set up employment policies and dispute resolution procedures that make employees feel treated fairly. Do the preparatory work that helps to avoid such suits. Do the preparatory work that helps to avoid such suits.

11 © 2008 Prentice Hall, Inc. All rights reserved.14–11 Termination Assistance Outplacement CounselingOutplacement Counseling A systematic process by which a terminated employee is trained and counseled in the techniques of conducting a self-appraisal and securing a new job appropriate to his or her needs and talents. A systematic process by which a terminated employee is trained and counseled in the techniques of conducting a self-appraisal and securing a new job appropriate to his or her needs and talents. Does not imply that the employer takes responsibility for placing the person in a new job. Does not imply that the employer takes responsibility for placing the person in a new job. Is part of the terminated employees support or severance package and is often done by specialized outside firms. Is part of the terminated employees support or severance package and is often done by specialized outside firms.

12 © 2008 Prentice Hall, Inc. All rights reserved.14–12 Interviewing Departing Employees Exit InterviewExit Interview Its aim is to elicit information about the job or related matters that might give the employer a better insight into what is rightor wrongabout the company. Its aim is to elicit information about the job or related matters that might give the employer a better insight into what is rightor wrongabout the company. The assumption is that because the employee is leaving, he or she will be candid. The assumption is that because the employee is leaving, he or she will be candid. The quality of information gained from exit interviews is questionable. The quality of information gained from exit interviews is questionable.

13 © 2008 Prentice Hall, Inc. All rights reserved.14–13 The Plant Closing Law Worker Adjustment and Retraining Notification Act (1989)Worker Adjustment and Retraining Notification Act (1989) Requires employers of 100 or more employees to give 60 days notice before closing a facility or starting a layoff of 50 people or more. Requires employers of 100 or more employees to give 60 days notice before closing a facility or starting a layoff of 50 people or more. The law does not prevent the employer from closing down, nor does it require saving jobs. The law does not prevent the employer from closing down, nor does it require saving jobs. The law is intended to give employees time to seek other work or retraining by giving them advance notice of the shutdown. The law is intended to give employees time to seek other work or retraining by giving them advance notice of the shutdown.

14 © 2008 Prentice Hall, Inc. All rights reserved.14–14 K E Y T E R M S ethics ethics code distributive justice procedural justice interactional (interpersonal) justice organizational culture nonpunitive discipline Electronic Communications Privacy Act (ECPA) dismissal wrongful discharge unsatisfactory performance misconductinsubordination termination interview outplacement counseling exit interviews bumping/layoff procedures downsizing


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