优秀商务模板之人力资源管理培训hrm10ech1

©2005PrenticeHallInc.Allrightsreserved.PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamatentheditionGaryDesslerPart5EmployeeRelationsChapter14Ethics,Justice,andFairTreatmentinHRManagementAfterstudyingthischapter,youshouldbeableto:1.Explainwhatismeantbyethicalbehavioratwork.2.Discussimportantfactorsthatshapeethicalbehavioratwork.3.DescribeatleastfourspecificwaysinwhichHRmanagementcaninfluenceethicalbehavioratwork.4.Employfairdisciplinarypractices.5.Listatleastfourimportantfactorsinmanagingdismissalseffectively.©2005PrenticeHallInc.Allrightsreserved.14–2©2005PrenticeHallInc.Allrightsreserved.14–3EthicsandFairTreatmentatWorkEthics–Theprinciplesofconductgoverninganindividualoragroup;specifically,thestandardsyouusetodecidewhatyourconductshouldbe.–Ethicalbehaviordependsontheperson’sframeofreference.©2005PrenticeHallInc.Allrightsreserved.14–4TheWallStreetJournalWorkplace-EthicsQuizFigure14–1Source:WallStreetJournal,October21,1999,pp.B1–B4;EthicsOfficerAssociation,Belmont,MA;EthicsLeadershipGroup,Wilmette,IL;surveyssampledacross-sectionofworkersatlargecompaniesandnationwide.©2005PrenticeHallInc.Allrightsreserved.14–5FactorsaffectingethicaldecisionsNormativejudgments–Judgingsomethingasgoodorbad,rightorwrong,betterorworse.Moralstandards(Morality)–Society’sacceptedstandardsforbehaviorsthathaveseriousconsequencestoitswell-being.•Behaviorsthatcannotbeestablishedorchangedbydecisionsofauthoritativebodies.•Behaviorsthatoverrideself-interest.©2005PrenticeHallInc.Allrightsreserved.14–6EthicsandFairTreatmentatWork(cont’d)Ethicsandthelaw–Anbehaviormaybelegalbutunethical.–Anbehaviormaybeillegalbutethical.–Anbehaviormaybebothlegalandethical.–Anbehaviormaybebothillegalandunethical.©2005PrenticeHallInc.Allrightsreserved.14–7Ethics,FairTreatment,andJusticeDistributivejustice–Thefairnessandjusticeofadecision’sresult.Proceduraljustice–Thefairnessoftheprocessbywhichthedecisionwasreached.Interactional(interpersonal)justice–Themannerinwhichmanagersconducttheirinterpersonaldealingswithemployees.©2005PrenticeHallInc.Allrightsreserved.14–8PerceptionsofFairInterpersonalTreatmentScaleFigure14–2Sources:MichelleA.Donovanetal.,“ThePerceptionsofTheirInterpersonalTreatmentScale:DevelopmentandValidationofaMeasureofInterpersonalTreatmentintheWorkplace,”JournalofAppliedPsychology83,no.5(1998),p.692.Copyright©1997byMichelleA.Donovan,FritzDrasgow,andLibertyJ.MunsonattheUniversityofIllinoisatUrbana-Champaign.Allrightsreserved.©2005PrenticeHallInc.Allrightsreserved.14–9WhatShapesEthicalBehavioratWork?IndividualfactorsOrganizationalfactorsTheboss’sinfluenceEthicspoliciesandcodesTheorganization’sculture©2005PrenticeHallInc.Allrightsreserved.14–10EmployeesandEthicalDilemmasQuestionsemployeesshouldaskwhenfacedwithethicaldilemmas:–Istheactionlegal?–Isitright?–Whowillbeaffected?–Doesitfitthecompany’svalues?–Howwillit“feel”afterwards?–Howwillitlookinthenewspaper?–Willitreflectpoorlyonthecompany?©2005PrenticeHallInc.Allrightsreserved.14–11PrincipalCausesofEthicalCompromisesTable14–1Sources:O.C.FerrellandJohnFraedrich,BusinessEthics,3rded.(NewYork:HoughtonMifflin,1997),p.28;adaptedfromRebeccaGoodell,EthicsinAmericanBusiness:Policies,Programs,andPerceptions(1994),p.54.PermissionprovidedcourtesyoftheEthicsResourceCenter,11206thStreetNW,Washington,DC:20005.Note:1ishigh,9islow.©2005PrenticeHallInc.Allrightsreserved.14–12WhatIsOrganizationalCulture?Organizationculture–Thecharacteristicvalues,traditions,andbehaviorsacompany’semployeesshare.Howiscultureisrevealed?–Ceremonialevents–Writtenrulesandspokencommands.–Officelayout–Organizationalstructure–Dresscodes–Culturalsymbolsandbehaviors–Figureheads©2005PrenticeHallInc.Allrightsreserved.14–13TheManager’sRoleinCreatingCultureClarifyexpectationsforvaluestobefollowed.Usesignsandsymbolstosignaltheimportanceofvalues.Providephysical(thefirm’srewards)supportforvalues.Usestoriestoillustratevalues.Organizeritesandceremoniesreinforcingvalues©2005PrenticeHallInc.Allrightsreserved.14–14HR’sRoleinFosteringEthicsandFairTreatmentWhytreatemployeesfairly?–“They’renotemployees,they’repeople”•ManagementguruPeterDrucker–Avoidanceofemployeelitigation–Enhancedemployeecommitment–Enhancedsatisfactionwiththeorganization,withjobs,andwithleaders–Increasedorganizationalcitizenshipbehaviors©2005PrenticeHallInc.Allrightsreserved.14–15U.S.DataTrustFigure14–4Source:Allcontentscopyright©2002–2004U.S.DataTrustCorporation.Allrightsreserved.Privacypolicy.YouruseofthissiteindicatesyouragreementtobeboundbytheTermsofUseSiteMap.©2005PrenticeHallInc.Allrightsreserved.14–16HREthicsActivitiesStaffingandselection–Fosteringtheperceptionoffairnessintheprocessesofrecruitmentandhiringofpeople.•Formalprocedures•Interpersonaltreatment•ProvidingexplanationTraining–Howtorecognizeethicaldilemmas.–Howtouseethicalframeworks(suchascodesofconduct)toresolveproblems.–HowtouseHRfunctions(suchasinterviewsanddisciplinarypractices)inethicalways.©2005PrenticeHallInc.Allrightsreserved.14–17HREthicsActivities(cont’d)Performanceappraisal–Appraisalstha