优秀商务模板之人力资源管理培训hrmech

Ethics,Justice,andFairTreatment

inHRManagementAfterstudyingthischapter,

youshouldbeableto:Explainwhatismeantbyethicalbehavioratwork.Discussimportantfactorsthatshapeethicalbehavioratwork.DescribeatleastfourspecificwaysinwhichHRmanagementcaninfluenceethicalbehavioratwork.Employfairdisciplinarypractices.Listatleastfourimportantfactorsinmanagingdismissalseffectively.©2005PrenticeHallInc.Allrightsreserved.14–2EthicsandFairTreatmentatWorkEthicsTheprinciplesofconductgoverninganindividualoragroup;specifically,thestandardsyouusetodecidewhatyourconductshouldbe.Ethicalbehaviordependsontheperson’sframeofreference.3©2005PrenticeHallInc.Allrightsreserved.TheWallStreetJournalWorkplace-EthicsQuizFigure14–1Source:WallStreetJournal,October21,1999,pp.B1–B4;EthicsOfficerAssociation,Belmont,MA;EthicsLeadershipGroup,Wilmette,IL;surveyssampledacross-sectionofworkersatlargecompaniesandnationwide.4©2005PrenticeHallInc.Allrightsreserved.FactorsaffectingethicaldecisionsNormativejudgmentsJudgingsomethingasgoodorbad,rightorwrong,betterorworse.Moralstandards(Morality)Society’sacceptedstandardsforbehaviorsthathaveseriousconsequencestoitswell-being.Behaviorsthatcannotbeestablishedorchangedbydecisionsofauthoritativebodies.Behaviorsthatoverrideself-interest.5©2005PrenticeHallInc.Allrightsreserved.EthicsandFairTreatmentatWork(cont’d)EthicsandthelawAnbehaviormaybelegalbutunethical.Anbehaviormaybeillegalbutethical.Anbehaviormaybebothlegalandethical.Anbehaviormaybebothillegalandunethical.6©2005PrenticeHallInc.Allrightsreserved.Ethics,FairTreatment,andJusticeDistributivejusticeThefairnessandjusticeofadecision’sresult.ProceduraljusticeThefairnessoftheprocessbywhichthedecisionwasreached.Interactional(interpersonal)justiceThemannerinwhichmanagersconducttheirinterpersonaldealingswithemployees.7©2005PrenticeHallInc.Allrightsreserved.PerceptionsofFairInterpersonalTreatmentScaleFigure14–2Sources:MichelleA.Donovanetal.,“ThePerceptionsofTheirInterpersonalTreatmentScale:DevelopmentandValidationofaMeasureofInterpersonalTreatmentintheWorkplace,”JournalofAppliedPsychology83,no.5(1998),p.692.Copyright©1997

byMichelleA.Donovan,FritzDrasgow,andLibertyJ.MunsonattheUniversityofIllinoisatUrbana-Champaign.Allrightsreserved.8©2005PrenticeHallInc.Allrightsreserved.WhatShapesEthicalBehavioratWork?IndividualfactorsOrganizationalfactorsTheboss’sinfluenceEthicspoliciesandcodesTheorganization’sculture9©2005PrenticeHallInc.Allrightsreserved.EmployeesandEthicalDilemmasQuestionsemployeesshouldaskwhenfacedwithethicaldilemmas:Istheactionlegal?Isitright?Whowillbeaffected?Doesitfitthecompany’svalues?Howwillit“feel”afterwards?Howwillitlookinthenewspaper?Willitreflectpoorlyonthecompany?10©2005PrenticeHallInc.Allrightsreserved.PrincipalCausesofEthicalCompromisesTable14–1Sources: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.11©2005PrenticeHallInc.Allrightsreserved.WhatIsOrganizationalCulture?OrganizationcultureThecharacteristicvalues,traditions,andbehaviorsacompany’semployeesshare.Howiscultureisrevealed?CeremonialeventsWrittenrulesandspokencommands.OfficelayoutOrganizationalstructureDresscodesCulturalsymbolsandbehaviorsFigureheads12©2005PrenticeHallInc.Allrightsreserved.TheManager’’sRoleinCreatingCultureClarifyexpectationsforvaluestobefollowed.Usesignsandsymbolstosignaltheimportanceofvalues.Providephysical(thefirm’’srewards)supportforvalues.Usestoriestoillustratevalues.Organizeritesandceremoniesreinforcingvalues13©2005PrenticeHallInc.Allrightsreserved.HR’’sRoleinFosteringEthicsandFairTreatmentWhytreatemployeesfairly?“They’’renotemployees,they’’repeople””ManagementguruPeterDruckerAvoidanceofemployeelitigationEnhancedemployeecommitmentEnhancedsatisfactionwiththeorganization,withjobs,andwithleadersIncreasedorganizationalcitizenshipbehaviors14©2005PrenticeHallInc.Allrightsreserved.U.S.DataTrustFigure14–4Source:Allcontentscopyright©©2002––2004U.S.DataTrustCorporation.Allrightsreserved.Privacypolicy.YouruseofthissiteindicatesyouragreementtobeboundbytheTermsofUseSiteMap.15©2005PrenticeHallInc.Allrightsreserved.HREthicsActivitiesStaffingandselectionFosteringtheperceptionoffairnessintheprocessesofrecruitmentandhiringofpeople.FormalproceduresInterpersonaltreatmentProvidingexplanationTrainingHowtorecognizeethicaldilemmas.Howtouseethicalframeworks(suchascodesofconduct)toresolveproblems.HowtouseHRfunctions(suchasinterviewsanddisciplinarypractices)inethicalways.16©2005PrenticeHallInc.Allrightsreserved.HREthicsActivities(cont’’d)PerformanceappraisalAppraisalsthatmakeitclearthecompanyadherestohighethicalstandardsbymeasuringandrewardingemployeeswhofollowthosestandards.RewardanddisciplinarysystemsTheorganizationswiftlyandharshlypunishesunethicalconduct.WorkplaceaggressionandviolenceTakingcarethatHRactionsdonotfosterperceptionsofinequitiesthattranslateintodysfunctionalbehaviorsbyemployees.17©2005PrenticeHallInc.Allrightsreserved.TheRoleofTraininginEthicsFigure14–518©2005PrenticeHallInc.Allrightsreserved.TheRoleofTraininginEthics(cont’d)Figure14–5(cont’d)19©2005PrenticeHallInc.Allrightsreserved.BuildingTwo-WayCommunicationsPerceptionsoffairtreatmentdependon:Engagement—involvingindividualsinthedecisionsthataffectthembyaskingfortheirinputandallowingthemtorefutethemeritsofothers’ideasandassumptionsExplanation—ensuringthateveryoneinvolvedandaffectedunderstandswhyfinaldecisionsaremadeandthethinkingthatunderliesthedecisionsExpectationclarity—makingsureeveryoneknowsupfrontbywhatstandardstheywillbejudgedandthepenaltiesforfailure.20©2005PrenticeHallInc.Allrightsreserved.EmployeeDisciplineandPrivacyBasisforafairandjustdisciplineprocessClearrulesandregulationsDefineworkplaceissuesInformemployeesAsystemofprogressivepenaltiesTherangeandseverityofthepenaltyisafunctionoftheoffenseandnumberofoccurrences.AnappealsprocessTherightoftheemployeetogrievethedecisionhelpstoensurethatsupervisorsmeteoutdisciplinefairlyandequitably.21©2005PrenticeHallInc.Allrightsreserved.DisciplininganEmployeeDoesthefactssupportthechargeofemployeewrongdoing?Weretheemployee’sdueprocessrightsprotected?Wastheemployeewarnedofdisciplinaryconsequences?Wasaruleviolatedandwasit““reasonablyrelated””totheefficientandsafeoperationoftheworkenvironment?Wasthematterfairlyandadequatelyinvestigatedbeforeadministeringdiscipline?Didtheinvestigationproducesubstantialevidenceofmisconduct?Haverules,orders,orpenaltiesbeenappliedevenhandedly?Isthepenaltyreasonablyrelatedtothemisconductandtotheemployee’spastworkhistory?Didtheemployeehavetherighttocounsel?Didanger,hearsay,orpersonalimpressionaffectthedecision?22©2005PrenticeHallInc.Allrightsreserved.DisciplinaryActionFormIFigure14–6Source:Reprintedwithpermissionofthepublisher,HRN.CopyrightHRN,2003.23©2005PrenticeHallInc.Allrightsreserved.EmployeeGrievanceFormFigure14–6Source:NCStateUniversity.Usedwithpermission.24©2005PrenticeHallInc.Allrightsreserved.FormalDisciplinaryAppealsProcessesFedEx’’sguaranteedfairtreatmentmulti-stepprogramStep1:ManagementreviewStep2:OfficercomplaintStep3:Executiveappealsreview25©2005PrenticeHallInc.Allrightsreserved.DisciplinewithoutPunishment(NonpunitiveDiscipline)Issueanoralreminder.Shouldanotherincidentarisewithinsixweeks,issueaformalwrittenreminder,acopyofwhichisplacedintheemployee’spersonnelfile.Giveapaid,one-day““decision-makingleave.”Ifnofurtherincidentsoccurinthenextyear,thepurgetheone-daypaidsuspensionfromtheperson’sfile.Ifthebehaviorisrepeated,thenextstepisdismissal.26©2005PrenticeHallInc.Allrightsreserved.EmployeePrivacyEmployeeprivacyviolationsupheldbycourts:Intrusion(lockerroomandbathroomsurveillance)PublicationofprivatemattersDisclosureofmedicalrecordsAppropriationofanemployee’snameorlikenessActionstriggeringprivacyviolations:BackgroundchecksMonitoringoff-dutyconductandlifestyleDrugtestingWorkplacesearchesMonitoringofworkplace27©2005PrenticeHallInc.Allrightsreserved.EmployeePrivacy(cont’d)Whatdoemployersmonitoraboutemployees:E-mailactivityInternetuseTelephonecallsEmployersmonitoremployeesto:Improveproductivity.ProtectfromcomputervirusesDetectleaksofconfidentialinformationGuardagainstliabilityforillegalactsandharassmentsuitscausedbyemployeemisuse28©2005PrenticeHallInc.Allrightsreserved.RestrictionsonWorkplaceMonitoringTheElectronicCommunicationsPrivacyAct(ECPA)The“businesspurposeexception”permitsemployerstomonitorcommunicationsiftheycanshowalegitimatebusinessreasonfordoingso.The“consentexception”allowsemployerstomonitorcommunicationsiftheyhavetheiremployees’’consenttodoso.Common-lawprovidesprotectionsagainstinvasionofprivacy.29©2005PrenticeHallInc.Allrightsreserved.SampleTelephoneMonitoringAcknowledgementStatementFigure14–8Source:ReprintedwithpermissionfromBulletintoManagement(BNAPolicyandPracticeSeries)48,no.14,PartII,(April3,1997),p.7.Copyright1997byTheBureauofNationalAffairs,Inc.30©2005PrenticeHallInc.Allrightsreserved.ManagingDismissalsDismissalInvoluntaryterminationofanemployee’semploymentwiththefirm.Terminate-at-willruleWithoutacontract,theemployeecanresignforanyreason,atwill,andtheemployercansimilarlydismisstheemployeeforanyreason(ornoreason),atwill.Limitationson““terminate-at-will”ViolationofpublicImpliedcontractGoodfaith31©2005PrenticeHallInc.Allrightsreserved.ManagingDismissals(cont’’d)Limitationsonterminate-at-willPublicpolicyexceptionDischargeiswrongfulwhenitwasagainstanexplicit,well-establishedpublicpolicy:employeefiredorrefusingtobreakthelaw.ImpliedcontractexceptionEmployerstatementsaboutfutureemploymentcreateacontractualobligationfortheemployertocontinuetoemploytheemployee.CovenantofgoodfaithexceptionSuggeststhatemployersshouldnotfireemployeeswithoutgoodcause.32©2005PrenticeHallInc.Allrightsreserved.GroundsforDismissalUnsatisfactoryperformancePersistentfailuretoperformassigneddutiesortomeetprescribedstandardsonthejob.MisconductintheworkplaceDeliberateandwillfulviolationoftheemployer’srules:stealing,rowdybehavior,andinsubordination.LackofqualificationsforthejobAnemployee’sinabilitytodotheassignedworkalthoughheorsheisdiligent.Changedrequirementsoreliminationofthejob.Anemployee’sinabilitytodotheworkassigned,afterthenatureofthejobhaschanged.Eliminationoftheemployee’sjob.33©2005PrenticeHallInc.Allrightsreserved.InsubordinationDirectdisregardoftheboss’’sauthority.Flat-outdisobedienceof,orrefusaltoobey,theboss’’sorders—particularlyinfrontofothers.Deliberatedefianceofclearlystatedcompanypolicies,rules,regulations,andprocedures.Publiccriticismoftheboss.Contradictingorarguingwithhimorherisalsonegativeandinappropriate.Blatantdisregardofreasonableinstructions.Contemptuousdisplayofdisrespectand,portrayingthesefeelingswhileonthejob.Disregardforthechainofcommand,shownbygoingaroundtheimmediatesupervisorormanagerwithacomplaint,suggestion,orpoliticalmaneuver.Participationin(orleadershipof)anefforttoundermineandremovethebossfrompower.34©2005PrenticeHallInc.Allrightsreserved.ManagingDismissals(cont’d)Fosteraperceptionoffairnessinthedismissalsituationby:Institutingaformalmulti-stepprocedure(includingwarning).Havingasupervisingmanagergivefullexplanationsofwhyandhowterminationdecisionsweremade.Establishinganeutralappealprocessalsofostersfairness.35©2005PrenticeHallInc.Allrightsreserved.AvoidingWrongfulDischargeSuitsBasesforwrongfuldischargesuits:Dischargedoesnotcomplywiththelaw.Dischargedoesnotcomplywiththecontractualarrangementstatedorimpliedbythefirmviaitsemploymentapplicationforms,employeemanuals,orotherpromises.AvoidingwrongfuldischargesuitsSetupemploymentpoliciesanddisputeresolutionproceduresthatmakeemployeesfeeltreatedfairly.Dothepreparatoryworkthathelpstoavoidsuchsuits.36©2005PrenticeHallInc.Allrightsreserved.TypicalSeverancePayNonexemptemployee——oneweekofpayforeachyearwithaminimumoffourweeksandmaximumoftwomonths.Exemptemployeeto$90,000—twoweeksforeachyearwithaminimumoftwomonthsandamaximumofsixmonths.Exemptemployeeover$90,000todirectororVPlevel—twotothreeweeksforeachyearwithaminimumofthreemonthsandmaximumofninemonths.DirectororVPtocompanyofficer——threeweeksforeachyearwithaminimumoffourmonthsandmaximumofayear.Officer—usuallycoveredbyanemploymentcontractorChangeofControlprovisionsandcanbeallthewayfromoneyearofpaytothreeorfouryears,withotherperksthatmaybecontinued.Figure14–937©2005PrenticeHallInc.Allrightsreserved.StepsinAvoidingWrongfulDischargeSuitsHaveapplicantssigntheemploymentapplicationandmakesureitcontainsaclearlywordedstatementthatemploymentisfornofixedtermandthattheemployercanterminateatanytime.Reviewyouremployeemanualtolookforanddeletestatementsthatcouldprejudiceyourdefenseinawrongfuldischargecase.Haveclearwrittenruleslistinginfractionsthatmayrequiredisciplineanddischarge,andthenmakesuretofollowtherules.Ifaruleisbroken,gettheworker’ssideofthestoryinfrontofwitnesses,andpreferablygetitsigned.Thenmakesuretocheckoutthestory,gettingbothsidesoftheissue.Besuretoappraiseemployeesatleastannually.Ifanemployeeshowsevidenceofincompetence,givethatpersonawarningandprovideanopportunitytoimprove.Allevaluationsshouldbeinwritingandsignedbytheemployee.Keepcarefulconfidentialrecordsofallactionssuchasemployeeappraisals,warningsornotices,memosoutlininghowimprovementshouldbeaccomplished,andsoon.38©2005PrenticeHallInc.Allrightsreserved.StepsinAvoidingWrongfulDischargeSuits(cont’’d)Afinal10-stepchecklistwouldinclude:Isemployeecoveredbyanytypeofwrittenagreement,includingacollectivebargainingagreement?Haveanyrepresentationsbeenmadetoformacontract?Isadefamationclaimlikely?Isthereapossiblediscriminationallegation?Isthereanyworkers’’compensationinvolvement?Havereasonablerulesandregulationsbeencommunicatedandenforced?Hasemployeebeengivenanopportunitytoexplainanyruleviolationsortocorrectpoorperformance?Haveallmoniesbeenpaidwithin24hoursafterseparation?HasemployeebeenadvisedofhisorherrightsunderCOBRA?Hasemployeebeenadvisedofwhattheemployerwilltellaprospectiveemployerinresponsetoareferenceinquiry?39©2005PrenticeHallInc.Allrightsreserved.TJPInc.EmployeeHandbookAcknowledgmentFormFigure14–1040©2005PrenticeHallInc.Allrightsreserved.PersonalSupervisoryLiabilityAvoidingpersonalsupervisoryliability:Befamiliarwithfederal,state,andlocalstatutesandknowhowtoupholdtheirrequirements.FollowcompanypoliciesandproceduresBeconsistentapplicationoftheruleorregulationisimportant.Don’tadministerdisciplineinamannerthataddstotheemotionalhardshipontheemployee.Donotactinanger.UtilizetheHRdepartmentforadviceregardinghowtohandledifficultdisciplinarymatters.41©2005PrenticeHallInc.Allrightsreserved.TheTerminationInterviewPlantheinterviewcarefully.Makesuretheemployeekeepstheappointmenttime.Neverinformanemployeeoverthephone.Allow10minutesassufficienttimefortheinterview.Useaneutralsite,neveryourownoffice.Haveemployeeagreements,thehumanresourcefile,andareleaseannouncement(internalandexternal)preparedinadvance.Beavailableatatimeaftertheinterviewincasequestionsorproblemsarise.Havephonenumbersreadyformedicalorsecurityemergencies.42©2005PrenticeHallInc.Allrightsreserved.TheTerminationInterview(cont’d)Gettothepoint.Donotbeataroundthebushbytalkingabouttheweatherormakingothersmalltalk.Assoonastheemployeeenters,givethepersonamomenttogetcomfortableandtheninformhimorherofyourdecision.Describethesituation.Brieflyexplainwhythepersonisbeingletgo.RemembertodescribethesituationratherthanattacktheemployeepersonallyEmphasizethatthedecisionisfinalandirrevocable.43©2005PrenticeHallInc.Allrightsreserved.TheTerminationInterview(cont’d)Listen.Continuetheinterviewuntilthepersonappearstobetalkingfreelyandreasonablycalmlyaboutthereasonsforhisorherterminationandthesupportpackage(includingseverancepay).Reviewallelementsoftheseverancepackage.Describeseverancepayments,benefits,accesstoofficesupportpeople,andthewayreferenceswillbehandled.However,undernoconditionsshouldanypromisesorbenefitsbeyondthosealreadyinthesupportpackagebeimplied.44©2005PrenticeHallInc.Allrightsreserved.TheTerminationInterview(cont’d)Identifythenextstep.Theterminatedemployeemaybedisorientedandunsurewhattodonext.Explainwheretheemployeeshouldgonext,uponleavingtheinterview.45©2005PrenticeHallInc.Allrightsreserved.TerminationAssistanceOutplacementCounselingAsystematicprocessbywhichaterminatedemployeeistrainedandcounseledinthetechniquesofconductingaself-appraisalandsecuringanewjobappropriatetohisorherneedsandtalents.Outplacementdoesnotimplythattheemployertakesresponsibilityforplacingthepersoninanewjob.Outplacementcounselingispartoftheterminatedemployee’’ssupportorseverancepackageandisoftendonebyspecializedoutsidefirms.46©2005PrenticeHallInc.Allrightsreserved.TerminationAssistance(cont’’d)OutplacementfirmsCanhelptheemployerdeviseitsdismissalplanregarding:Howtobreakthenewstodismissedemployees.Dealwithdismissedemployees’emotionalreactions.Institutetheappropriateseverancepayandequalopportunityemploymentplans.47©2005PrenticeHallInc.Allrightsreserved.InterviewingDepartingEmployeesExitInterviewItsaimistoelicitinformationaboutthejoborrelatedmattersthatmightgivetheemployerabetterinsightintowhatisright——orwrong—aboutthecompany.Theassumptionisthatbecausetheemployeeisleaving,heorshewillbecandid.Thequalityofinformationgainedfromexitinterviewsisquestionable.48©2005PrenticeHallInc.Allrightsreserved.ExitInterviewQuestionsHowwereyourecruited?Whydidyoujointhecompany?Wasthejobpresentedcorrectlyandhonestly?Wereyourexpectationsmet?Whatwastheworkplaceenvironmentlike?Whatwasyoursupervisor’’smanagementstylelike?Whatdidyoulikemost/leastaboutthecompany?Werethereanyspecialproblemareas?Whydidyoudecidetoleave,andhowwasthedeparturehandled?49©2005PrenticeHallInc.Allrightsreserved.ThePlantClosingLawWorkerAdjustmentandRetrainingNotificationAct(1989)Requiresemployersof100ormoreemployeestogive60days’’noticebeforeclosingafacilityorstartingalayoffof50peopleormore.Thelawdoesnotpreventtheemployerfromclosingdown,nordoesitrequiresavingjobs.Thelawisintendedtogiveemployeestimetoseekotherworkorretrainingbygivingthemadvancenoticeoftheshutdown.50©2005PrenticeHallInc.Allrightsreserved.ThePlantClosingLaw(cont’’d)WorkerAdjustmentandRetrainingNotificationAct(1989)Employmentlossescoveredbythelaw:Terminationsotherthandischargesforcause,voluntarydepartures,orretirementLayoffsexceedingsixmonthsReductionsofmorethan50%inemployee’’sworkhoursduringeachmonthofanysix-monthperiod.PenaltyforfailingtogivenoticeOneday’’spayandbenefitstoeachemployeeforeachday’’snoticethatshouldhavebeengiven,upto60days.51©2005PrenticeHallInc.Allrightsreserved.LayoffsLayoffarenotterminations.Temporarylayoffsoccurwhen:Thereisnoworkavailableforemployees.Managementexpectstheno-worksituationtobetemporaryandprobablyshortterm.Managementintendstorecalltheemployeeswhenworkisagainavailable.52©2005PrenticeHallInc.Allrightsreserved.Bumping/LayoffProceduresSeniorityisusuallytheultimatedeterminantofwhowillwork.Senioritycangivewaytomeritorability,butusuallyonlywhennosenioremployeeisqualifiedforaparticularjob.Seniorityisusuallybasedonthedatetheemployeejoinedtheorganization,notthedateheorshetookaparticularjob.Companywideseniorityallowsanemployeeinonejobtobumpordisplaceanemployeeinanotherjob,provided