14 Ethics Employee Relations and Fair Treatment at

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14 Ethics, Employee Relations, and Fair Treatment at Work Human Resource Management 14 th

14 Ethics, Employee Relations, and Fair Treatment at Work Human Resource Management 14 th Edition, Global Edition 4 -1414 Gary Dessler Copyright © 2015 Pearson Education Ltd. 14 -1

Learning Objectives 1. Explain what is meant by ethical behavior at work. 2. Discuss

Learning Objectives 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 4 -1414 can influence which HR management ethical behavior at work. 4. Employ fair disciplinary practices. 5. Explain what is meant by employee relations and what employers can do to improve it. Copyright © 2015 Pearson Education Ltd. 14 -2

Explain what is meant by 4 -1414 ethical behavior at work. Copyright © 2015

Explain what is meant by 4 -1414 ethical behavior at work. Copyright © 2015 Pearson Education Ltd. 14 -3

Basics of Ethics and Fair Treatment at Work • What is ethics? • Ethics

Basics of Ethics and Fair Treatment at Work • What is ethics? • Ethics and the law • Ethics, public policy, and employee 4 -1414 rights o Unalienable rights o Public policy o Employment rights Copyright © 2015 Pearson Education Ltd. 14 -4

Basics of Ethics and Fair Treatment at Work • Workplace Unfairness o Ethics are

Basics of Ethics and Fair Treatment at Work • Workplace Unfairness o Ethics are seen as fair treatment 4 -1414 Fairly? • Why Treat Employees o Perceptions of fairness relate to employee commitment, satisfaction • Bullying and Victimization o www. stopbullying. gov/# Copyright © 2015 Pearson Education Ltd. 14 -5

Review • Ethics • The law • Unfair treatment 4 -1414 • Public policy

Review • Ethics • The law • Unfair treatment 4 -1414 • Public policy and employee rights • Bullying and Victimization Copyright © 2015 Pearson Education Ltd. 14 -6

Discuss important factors that shape ethical behavior 4 -1414 at work. Copyright © 2015

Discuss important factors that shape ethical behavior 4 -1414 at work. Copyright © 2015 Pearson Education Ltd. 14 -7

What Shapes Ethical Behavior at Work? • Three factors combine to determine the ethical

What Shapes Ethical Behavior at Work? • Three factors combine to determine the ethical choices we make • The person (bad apples) 4 -1414 • Situations (bad cases) • Outside forces (bad barrels) o Pressures o Ethics policies and codes o Enforcement, whistleblowers, fraud controls o Organizational culture Copyright © 2015 Pearson Education Ltd. 14 -8

Guidelines When Managing Ethical Behavior at Work • Ethical behavior starts with moral awareness

Guidelines When Managing Ethical Behavior at Work • Ethical behavior starts with moral awareness 4 -1414 • Cultivating the right norms, leadership • Reward systems and culture • Morality comes from within • Openly talk about ethics Copyright © 2015 Pearson Education Ltd. 14 -9

IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs • Studies show small enterprises

IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs • Studies show small enterprises can have unethical behavior like big firms • There are several reasons why small 4 -1414 firms have to be alert to unethical behavior • Small firms don’t have the resources for ethics officers, ethics hotlines, or the ethics training that big firms have Copyright © 2015 Pearson Education Ltd. 14 -10

Review • Why do people do bad things? • Research findings 4 -1414 suggest

Review • Why do people do bad things? • Research findings 4 -1414 suggest what managers can do Copyright © 2015 Pearson Education Ltd. 14 -11

Describe at least four specific ways in which HR management 4 -1414 can influence

Describe at least four specific ways in which HR management 4 -1414 can influence ethical behavior at work. Copyright © 2015 Pearson Education Ltd. 14 -12

Using HR Tools to Promote Ethics and Fair Treatment • Selection • Ethics training

Using HR Tools to Promote Ethics and Fair Treatment • Selection • Ethics training 4 -1414 • Performance appraisal • Reward and disciplinary systems • Managing ethics compliance Copyright © 2015 Pearson Education Ltd. 14 -13

Employee Privacy Policies • Employee privacy o The problem 4 -1414 • Employee monitoring

Employee Privacy Policies • Employee privacy o The problem 4 -1414 • Employee monitoring o Restrictions Copyright © 2015 Pearson Education Ltd. 14 -14

IMPROVING PERFORMANCE: HR as a Profit Center • Employee access to company network information

IMPROVING PERFORMANCE: HR as a Profit Center • Employee access to company network information systems is monitored 4 -1414 • Employers ranging from United Parcel Service to the City of Oakland, California, use GPS units to monitor their truckers’ whereabouts—and therefore productivity Copyright © 2015 Pearson Education Ltd. 14 -15

Review • Selection • Training • Performance 4 -1414 • Rewards • Compliance and

Review • Selection • Training • Performance 4 -1414 • Rewards • Compliance and the law Copyright © 2015 Pearson Education Ltd. 14 -16

Employ fair disciplinary practices. 4 -1414 Copyright © 2015 Pearson Education Ltd. 14 -17

Employ fair disciplinary practices. 4 -1414 Copyright © 2015 Pearson Education Ltd. 14 -17

Managing Employee Discipline • Basics of a fair and just disciplinary process 4 -1414

Managing Employee Discipline • Basics of a fair and just disciplinary process 4 -1414 o Rules and regulations o Progressive penalties o Formal disciplinary appeals processes Copyright © 2015 Pearson Education Ltd. 14 -18

Discipline without Punishment 1. Oral reminder 2. Formal written reminder 4 -1414 3. Decision-making

Discipline without Punishment 1. Oral reminder 2. Formal written reminder 4 -1414 3. Decision-making leave 4. Purge suspension from file Copyright © 2015 Pearson Education Ltd. 14 -19

Review • Fairness • Unfair behavior • Rules and regulations 4 -1414 • Penalties

Review • Fairness • Unfair behavior • Rules and regulations 4 -1414 • Penalties • Appeals • Discipline, not punishment Copyright © 2015 Pearson Education Ltd. 14 -20

Explain what is meant by employee relations and what employers can do to 4

Explain what is meant by employee relations and what employers can do to 4 -1414 improve it. Copyright © 2015 Pearson Education Ltd. 14 -21

Managing Employee Relations • What Is Employee Relations? o Positive employee–employer relationships contribute to

Managing Employee Relations • What Is Employee Relations? o Positive employee–employer relationships contribute to productivity 4 -1414 • Improving and assessing employee relations through better communications o Organizational climate surveys Copyright © 2015 Pearson Education Ltd. 14 -22

Managing Employee Relations • Developing Employee Recognition/Relations Programs • Creating Employee 4 -1414 Involvement

Managing Employee Relations • Developing Employee Recognition/Relations Programs • Creating Employee 4 -1414 Involvement Strategies o Teams to gain employees’ involvement o Employee suggestions Copyright © 2015 Pearson Education Ltd. 14 -23

IMPROVING PERFORMANCE: HR as a Profit Center • A Lockheed Martin unit in Oswego,

IMPROVING PERFORMANCE: HR as a Profit Center • A Lockheed Martin unit in Oswego, NY, has a program for streamlining processes • Ideas are electronically 4 -1414 submitted • They are evaluated and approved by the local manager • Saves about $77, 000 per implemented idea, or $100 million each year Copyright © 2015 Pearson Education Ltd. 14 -24

Review • Managing employee relations • Improving employee communications 4 -1414 • Developing award

Review • Managing employee relations • Improving employee communications 4 -1414 • Developing award programs • Strategic employee teams Copyright © 2015 Pearson Education Ltd. 14 -25

Translating Strategy into HR Policies and Practices • List three more specific steps Hotel

Translating Strategy into HR Policies and Practices • List three more specific steps Hotel Paris should take with respect to each individual 4 -1414 human research function (selection, training, and so on) to improve the level of ethics in the company. Copyright © 2015 Pearson Education Ltd. 14 -26

Translating Strategy into HR Policies and Practices • Based on what you learned in

Translating Strategy into HR Policies and Practices • Based on what you learned in this chapter, write a short (less than one page) 4 -1414 explanation Lisa can use to sell to top management the need to further improve the hotel chain’s fairness and justice processes. Copyright © 2015 Pearson Education Ltd. 14 -27

Hotel Paris Strategy Chapter 14 4 -1414 Copyright © 2015 Pearson Education Ltd. 14

Hotel Paris Strategy Chapter 14 4 -1414 Copyright © 2015 Pearson Education Ltd. 14 -28

4 -1414 Copyright © 2015 Pearson Education Ltd. 14 -29

4 -1414 Copyright © 2015 Pearson Education Ltd. 14 -29

ETHICS EMPLOYEE RELATIONS AND FAIR TREATMENT AT WORKETHICS EMPLOYEE RELATIONS AND FAIR TREATMENT AT WORK
CHAPTER 7 EMPLOYEE RELATIONS 1 UNDERSTANDING EMPLOYEE RELATIONSCHAPTER 7 EMPLOYEE RELATIONS 1 UNDERSTANDING EMPLOYEE RELATIONS
INDUCTION PROGRAMME Employee Relations Eskom Sound employee relationsINDUCTION PROGRAMME Employee Relations Eskom Sound employee relations
Employer Employee Relations Content Employee Employer relations DifferentEmployer Employee Relations Content Employee Employer relations Different
Academic Employee Relations Nick WestonDawkes Academic Employee RelationsAcademic Employee Relations Nick WestonDawkes Academic Employee Relations
Employee Relations Lecture 11 Why are Employee RelationsEmployee Relations Lecture 11 Why are Employee Relations
Employee Relations Lecture 11 Why are Employee RelationsEmployee Relations Lecture 11 Why are Employee Relations
HR Practice Employee Relations Introduction Employee relations isHR Practice Employee Relations Introduction Employee relations is
Lecture 9 Employee RelationsIndustrial Relations EMPLOYEE RELATIONS DEFINEDLecture 9 Employee RelationsIndustrial Relations EMPLOYEE RELATIONS DEFINED
Business Ethics Virtue Ethics Virtue Ethics Virtue ethicsBusiness Ethics Virtue Ethics Virtue Ethics Virtue ethics
Relations and Function Relations and Function Relations andRelations and Function Relations and Function Relations and
Harris Employee Services Portal Employee Services Portal EmployeeHarris Employee Services Portal Employee Services Portal Employee
Employee Engagement What is Employee Engagement Employee EngagementEmployee Engagement What is Employee Engagement Employee Engagement
SIUC NEW EMPLOYEE ORIENTATION EMPLOYEE BENEFITS 1 EMPLOYEESIUC NEW EMPLOYEE ORIENTATION EMPLOYEE BENEFITS 1 EMPLOYEE
Harris Employee Services Portal Employee Services Portal EmployeeHarris Employee Services Portal Employee Services Portal Employee
EMPLOYEE MAX WHAT IS EMPLOYEE MAX INTRODUCTION EmployeeEMPLOYEE MAX WHAT IS EMPLOYEE MAX INTRODUCTION Employee
SIUC NEW EMPLOYEE ORIENTATION EMPLOYEE BENEFITS 1 EMPLOYEESIUC NEW EMPLOYEE ORIENTATION EMPLOYEE BENEFITS 1 EMPLOYEE
EMPLOYEE MORALE Name College Employee Morale Low employeeEMPLOYEE MORALE Name College Employee Morale Low employee
FAIR HOUSING PRESENTED BY FAIR HOUSING 2 FairFAIR HOUSING PRESENTED BY FAIR HOUSING 2 Fair
Fair Play Co to jest Fair Play FairFair Play Co to jest Fair Play Fair
Chapter 2 Introduction Fair Division Fair Division FairChapter 2 Introduction Fair Division Fair Division Fair
Globalization Free trade Fair trade Fair trade FairGlobalization Free trade Fair trade Fair trade Fair
FAIR HOUSING FAIR HOUSING ACT The Fair HousingFAIR HOUSING FAIR HOUSING ACT The Fair Housing
Staying fair while being FAIR Challenges with FAIRStaying fair while being FAIR Challenges with FAIR