Ethics – An Individual Matter PCard Summer School July 30, 2009 Cristina Castro Harrington, SPHR Organizational Consultant, Human Resources (520)

The University of Arizona – Human Resources 2 Ethics – Standard of Conduct “There are two aspects to ethics: The first involves the ability to discern right from wrong, good from evil and proprietary from impropriety. The second involves the commitment to do what is right, good and proper. “ Code of Ethics and/or Statements – Guiding Conduct “What Is Ethics Anyway?” The Josephson Institute of Ethics, What Is It?

The University of Arizona – Human Resources 3 I have learned that a position in my department will be eliminated in the next few months and my colleague will be laid off then. I know that he plans to invest in braces for his daughter and is considering a new roof for his house. What should I do? A Dilemma…

The University of Arizona – Human Resources 4 A colleague told me in confidence that she will be relocating and plans to leave the University in a couple of months. She is delaying the notice of resignation so that she can burn up some accrued sick time. The boss has assigned a work project to this colleague (that won’t get completed) and one that I am qualified to accomplish. What should I do? A Dilemma…

The University of Arizona – Human Resources 5 The Existentialism prism - What course of action will set people most free? The Deontological prism - What would I do if everyone in the world were to do as I did? The Ethic of Caring prism - What course(s) of action will best sustain and nurture a caring relationship between myself and others? The Communitarianism prism - How would I act if everyone in my community knew exactly what I was doing? The Utilitarianism prism - What course of action will best maximize total happiness in the world? The Virtue Ethics prism -- What would the most virtuous person I know do in this situation? The Egoist prism - What course(s) of action will most effectively ensure that my short and long-term goals are reached? Adapted from Choosing the Right Thing to Do, David A. Shapiro, 1999 Perspectives for Determining Right and Wrong

The University of Arizona – Human Resources 6 It’s for a good cause I’ve got it coming It’s legal Everyone does it Others are a lot worse I don’t get caught It’s not for me It benefits my family I’m just following orders My job is one the line I’m just fighting fire with fire No one is really hurt It’s not unethical if….

The University of Arizona – Human Resources 7 A Guide to Ethical Decision Making and Action  Is the action legal?  Does it comply with our values?  If you do it, will you feel bad?  How will it look in the newspaper? “Ethics Quick Test” If you know it’s wrong, don’t do it! If you’re not sure, ask. Keep asking until you get an answer. Cited from The Values and Ethics of TI, a tear out card from a 14-page booklet distributed by Texas Instruments since 1961 Decision Making Tools

The University of Arizona – Human Resources 8 Decision-Making Checklist 1. Recognize and clarify the dilemma. 2. Get all the possible facts. 3. List all options. 4. Test each option by analyzing consequences: Is it legal? Is it beneficial? Would I want to be treated this way? 5. Make the decision. 6. Double-check your decision by asking three questions: How would I feel if my decision appeared on the front page of tomorrow’s newspaper? Would I be comfortable if my children or parents learned about this decision? Does this make me feel bad? 7. Take action. Adapted from Managing Organizational Behavior, J. Shermerhorn, J. Hunt, and R. Osborn, 1994 Decision Making Tools

The University of Arizona – Human Resources 9 Adapted from: You Want Me To Do What?, Nan DeMars, 1997 Decision Making Tools

The University of Arizona – Human Resources 10 1.Give your supervisor a chance to retract the request (You want me to…?). 2.Begin by saying “no.” 3.Pick a good time to discuss your disagreement. 4.Thank your supervisor for meeting with you. 5.Define your ethical expectations. 6.Express concern about your supervisor’s reputation. 7.State the problem clearly and briefly. 8.Ask questions, acknowledge you may have misunderstood the situation. 9.Suggest a solution agreeable to both of you. 10.Ask for a commitment to action. 11.Thank your supervisor for making an effort to understand your concern. Adapted from You Want Me to Do What? Nan Demars, 1997 When It’s Your Supervisor

The University of Arizona – Human Resources 11 A colleague told me in confidence that he was struggling financially and used the PCard to purchase gas so he can get to work and to pay for some prescriptions. He is providing a cash reimbursement. A Dilemma…

The University of Arizona – Human Resources 12 I have noticed an extraordinary amount of charges related to data processing costs. I suspect that there have been some fraudulent purchases but I don’t want to get involved in any investigation. A Dilemma…

The University of Arizona – Human Resources 13  Procurement and Contracting Department Purchasing Code of Ethics  UA Ethics and Compliance Hotline – 24hours a day, seven days a week (886)  University of Arizona Police Department Non-emerg 621-UAPD ( )  Office of Institutional Equity http://equity.arizona.edu/  Human Resources http://  Risk Management and Safety Department http://risk.arizona.edu/  Ombuds Resources

The University of Arizona – Human Resources 14 What are the ethical issues? What would you initially do? What most influenced your decision? Was this a difficult decision? Why? Why not? What would you do?

The University of Arizona – Human Resources 15 What are the ethical issues? What would you initially do? What most influenced your decision? Was this a difficult decision? Why? Why not? What would you do?