•Introduction to Session •Module Overview and Objectives
Copyright 2000 - South-Western College Publishing
Module 27 - 1 Ethical Perspectives: Relation to the Frame • HR Transaction Roles & Ethical Perspectives – Fairness of selection and promotion criteria and processes – Discipline and just cause standards • HR Translation Roles & Ethical Perspectives – HR functions regarding drug use or affirmative action – Employee rights of privacy vs. employer needs – Cross-cultural differences’ impact
Copyright 2000 - South-Western College Publishing
Module 27 - 2 Ethical Perspectives: Relation to the Frame (cont.) • HR Transition Roles & Ethical Perspectives – Selection of caring supervisors – Use of leave policies responsive to work-family conflicts – Reduction of pay differentials • HR Transformational Roles & Ethical Perspectives – New standards of ethical best practices – Use of employee involvement and team systems – Collaborative and cooperative labor relations Copyright 2000 - South-Western College Publishing Module 27 - 3 Ethics, Morals & Philosophy • Ethics: a branch of philosophy dealing with “the good”
• Morals: individual or culture-bound values
that may or may not have foundation in ethics or philosophy
Copyright 2000 - South-Western College Publishing
Module 27 - 4 Some Contrasts Between Ethics and Morals • Ethics require scrutiny and careful objective evaluation • Morals can be arbitrary, contradictory or inconsistent • Something can be ethical and moral OR • Something can be ethical and immoral OR • Something can be moral and unethical
Copyright 2000 - South-Western College Publishing
Module 27 - 5 Some Contrasts Between Law and Ethics • Something can be ethical and legal
• Something can be ethical and illegal
• Something can be unethical and legal
• Something can be unethical and illegal
Copyright 2000 - South-Western College Publishing
Module 27 - 6 Political Correctness and Good Manners • Political correctness includes being sensitive to others and avoiding derogatory language
• Some argue that political correctness can be
overused, but political correctness can assure ethical behavior
• By exercising Good Manners, Etiquette, and
Civility, professional and social commerce can be lubricated Copyright 2000 - South-Western College Publishing Module 27 - 7 Judeo-Christian and Non-Western Traditions • Judaism, Christianity, and Islam emphasize similarities in ethical perspectives relating to work
• Global companies must learn differences of
business ethics under Asian and African religious and philosophical traditions
• Ethical behavior may or may not be
consistent,however, with religious teachings Copyright 2000 - South-Western College Publishing Module 27 - 8 Gender Differences and Ethics • Many ethical traditions historically treated men’s and women’s workplace contributions differently and unequally
• Contemporary thinking is moving toward
reducing most gender-based workplace differentials
Copyright 2000 - South-Western College Publishing
Module 27 - 9 Conflicts at Work Regarding What Is or Is Not Ethical • Workplace conflicts can involve competing core values, perceived inconsistencies between actions and values, or varied perceptions of reality • Inter-group conflicts may occur between – Employees and their employer, OR – Labor union leaders and managers • Intra-group conflicts may occur within groups such as – Union members disagreeing on contract goals OR – Varied management departments’ strategic plans Copyright 2000 - South-Western College Publishing Module 27 - 10 Strategic Issues in Workplace Ethics • Overview of varied examples where work conflict can occur regarding what is ethical, moral, legal, or good manners • Workplace ethics can involve contrasting rights of individuals, groups (such as of employees), or the employer • Ethics at work can involve contrasts in rights of life and safety, privacy and freedom, and property and pursuit of happiness
Copyright 2000 - South-Western College Publishing
Module 27 - 11 Selection and Promotion of Employees and Supervisors • Job description criteria and measurement fairness
• Pre-selection of eventual winners
• Caring person values and skills
Copyright 2000 - South-Western College Publishing
Module 27 - 12 Rights to Collect Information vs. Rights of Privacy • Monitoring for drug and alcohol use • Collecting data on work lives and performance • Screening for dexterity, communication skills, and personality traits • Computer performance monitoring, electronic eavesdropping, and video camera surveillance
Copyright 2000 - South-Western College Publishing
Module 27 - 13 Income Differentials Within Workplaces and Society • Compensation and pay structures within the firm
• Gender-related pay differentials
• CEO compensation in relation to others in the
firm; and to minimum wages and living wage ordinances
Copyright 2000 - South-Western College Publishing
Module 27 - 14 Punishments, Progressivity, and Just Cause in Discipline Cases • Procedural justice and progressive, corrective discipline systems
• Just cause standards in union and non-union
settings
• Employment-at-will versus wrongful
discharge exceptions
Copyright 2000 - South-Western College Publishing
Module 27 - 15 Occupational Health and Safety • Worker’s compensation acts and disputed claims
• OSHA’s general duty clause
• Cost benefit analysis in standard setting and
enforcement
• Reproductive hazards: health versus non-
discrimination Copyright 2000 - South-Western College Publishing Module 27 - 16 Employee Involvement and Quality of Worklife Enhancement • Varied programs seek to enhance employees’ worklife quality and increase their involvement in decision-making
• Ethical conflicts can occur over the sharing of
productivity improvements and the impact on employee numbers
Copyright 2000 - South-Western College Publishing
Module 27 - 17 Labor--Management Relations • Rights of employees to unionize vs. employer rights to operate union-free • Union rights to collect dues and service fees and limitations to do so under: – Right-to-work state laws and – Employee Beck rights and – Union’s duty of fair representation • Union and employee rights, and limitations, to strike • Collective bargaining processes under: – Traditional labor-management negotiations and – Interest-based (win-win styles of) bargaining Copyright 2000 - South-Western College Publishing Module 27 - 18 Affirmative Action Programs vs. Seniority and Other Systems • Preferences under Affirmative Action programs
• Collective bargaining’s traditional Seniority
Principle
Copyright 2000 - South-Western College Publishing
Module 27 - 19 Workforce Reductions vs. Job Creation Efforts • Labor-management conflict over workforce redundancies • Causes of plant closings and conflicting ethical claims of stakeholders including employers, employees, and communities • Impact of privatization of public sector workplaces • Various responses to downsizing pressures have included: – Humane downsizing policies – Labor-management-community job creation efforts, and – Employee Stock Ownership Plans Copyright 2000 - South-Western College Publishing Module 27 - 20