Professional Documents
Culture Documents
Treatment at Work
9-1
Introduction
9-2
• Human Resource Management is a business function
that is concerned with managing relations between
groups of people in their capacity as employees,
employers and managers.
• Inevitably, this process may raise questions about what
the respective responsibilities and rights of each party
are in this relationship, and about what constitutes fair
treatment.
9-3
Learning Objectives
• By the end of this chapter, you should be able to:
• u Critically explore and evaluate the ethical nature of
human resource management;
• u Identify and define current ethical and moral issues
confronting HR managers;
• u Compare, contrast and critically appraise a range of
approaches to ethical analysis;
• u Critically appraise the relevance and usefulness of
philosophical analysis to HR practice.
9-4
The Meaning of Ethics
9-5
Ethics and morality
9-6
Ethics
• What Role Should Ethics Play in Business?
• Business ethics are based on society’s ethics and those of the
people who work for and buy from them.
• A Code of Ethics
• Some companies write a code of ethics, a document that explains
specifically how employees should respond in certain situations.
9-7
Ethics in workplace
• Ethics is based on the recognition of certain human
rights. OSHA
• An individual has the right not to be deliberately
deceived.
• He has the right not to be forced to go against his
conscience.
• He has the right to expect other parties to live up to their
commitments and to behave according to the law.
• In the workplace, the employer has the right to expect
employees to behave according to company policy.
9-8
World Ethical Issues:
• Much of the recent focus on business ethics has been directed
against financial corruption, especially a concern with accounting
standards. The scandals involving
• Enron Corp.
• Abuse of the world’s physical resources, and the global ecological
balance (Esso);
• Abuse of human rights ;
• Animal rights (KFC, McDonald’s);
• Aggressive treatment of competitors (Wal-Mart);
• Logging
9-9
KFC case
• In July 2004, PETA revealed the results of an investigation into a
KFC-supplying slaughterhouse in Moorefield, West Virginia, where
workers were caught on video stomping on chickens, kicking them,
and violently slamming them against floors and walls. Workers also
ripped the animals' beaks off, twisted their heads off, spat tobacco
into their eyes and mouths, spray-painted their faces, and squeezed
their bodies so hard that the birds expelled feces—all while the
chickens were still alive. Dan Rather echoed the views of all kind
people when he said on the CBS Evening News, “[T]here's no
mistaking what [the video] depicts: cruelty to animals, chickens
horribly mistreated before they're slaughtered for a fast-food chain.”
9-10
• Air pollution is just one form of unethical behavior in
business.
9-12
Unethical behavior
• Deliberate Deception
• Deliberate deception in the workplace includes taking credit for work
done by someone else, calling in sick in order to go to the beach,
sabotaging the work of another person and, in sales,
misrepresenting the product or service to get the sale. In a sales
function, it can result in lawsuits from deceived customers.
• Unlawful Conduct
• Padding an expense account with non-business expenses. Stealing
from the company by padding her expense account or taking
supplies for personal use.
9-13
• Violation of Conscience /judgement
• Your sales manager calls you into his office and threatens to fire you
unless you sell 50 large toasters. You know the large toasters are
inferior products and you have been selling the small toasters to
your customers, instead. To keep your job, you must violate your
conscience and recommend that your customers buy the large
toasters. Your boss is engaging in unethical behavior by forcing you
to do something you know is wrong, and also risking. He may be
engaging in unethical conduct because top management has forced
him by threatening his job, too.
• Disregard of Company Policy
• An employer who disregard company policy and other employees as
to remain in business and angry customers.
9-14
• Failure to Honor Commitments
• Your boss promises you an extra day off if you rush out
an important project by a certain date. You work late
hours and finish the project before the deadline. Ready
for your day off, you mention it to your boss who
responds "No, we have too much work to do." Your boss
engaged in unethical behavior that has virtually
guaranteed your future distrust and unwillingness to
extend yourself to assist in department
emergencies. In addition, you are likely to complain to
your co-workers, causing them to distrust the promises
of the boss and be unwilling to cooperate with his
requests. 9-15
What Happens When People Do Not Behave Ethically?
9-17
• Insider Trading
• Insider trading is buying or selling shares of a company based on
• confidential information. This type of trading is illegal.
• Prosecution for insider trading falls under the provincial securities
• commissions. Punishment includes
• • fining the individual(s) for up to $1 million
• • turning over all profits from trading
• • incarcerating the person(s) for up to two years
• • being banned from future trading in securities
9-18
How Can Businesses Resolve Ethical Dilemmas?
9-19
What Affects Ethical Behavior at Work?
• Individual factors
• Organizational factors
• Societal, cultural and religious factors
• Superstition and traditional beliefs
14–20
What Affects Ethical Behavior at Work?
• Individual factors
– Individuals take the credit/blame for the ethical
choices they make
• Organizational factors
– Unethical behavior at work is normally not driven by
personal interest, such as scheduling pressure, etc.
– An example: In 2004, Worldcom’s CFO covered up
the company’s deteriorating financial situation to
preserve the company to allow it to withstand as
what he believed were temporary financial
difficulties.
14–21
What Affects Ethical Behavior at Work?
14–22
HR Management’s Role in Ethics and
Fair Treatment
• Staffing and selection
• Training
• Performance appraisal
• Reward and disciplinary systems
• Addressing workplace aggression and
violence issues
• Building two-way communication
9-23
Employee Discipline and Privacy
9-24
Fair Discipline Guidelines
9-25
Fair Discipline Guidelines, cont.
• Fairly and adequately investigate the matter before
administering discipline
• The investigation should produce substantial evidence of
misconduct
• Apply applicable rules, orders or penalties without
discrimination
• Remember that the burden of proof is on you
• Get the facts
9-26
Fair Discipline Guidelines, cont.
9-27
Discipline Without Punishment
9-28
Employee Privacy
• Unsatisfactory performance
• Misconduct, including insubordination
• Lack of qualifications for the job
• Changed requirements or elimination of the job
9-30
What Is Insubordination?
9-31
What Is Insubordination?, cont.
9-32
The Termination Interview
9-33
Exit Interviews
9-34
Layoffs and the Plant Closing Law
9-36
CSR Principles
9-37
Business Goals
9-38