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14Ethics,EmployeeRelations,andFairTreatmentatWork14-114Ethics,EmployeeRelations,Explainwhatismeantbyethicalbehavioratwork.Discussimportantfactorsthatshapeethicalbehavioratwork.DescribeatleastfourspecificwaysinwhichHRmanagementcaninfluenceethicalbehavioratwork.Employfairdisciplinarypractices.Explainwhatismeantbyemployeerelationsandwhatemployerscandotoimproveit.LearningObjectives14-2ExplainwhatismeantbyethicExplainwhatismeantbyethicalbehavioratwork.14-3ExplainwhatismeantbyethicWhatisethics?EthicsandthelawEthics,publicpolicy,andemployeerightsUnalienablerightsPublicpolicyEmploymentrightsBasicsofEthicsandFairTreatmentatWork14-4Whatisethics?BasicsofEthicWorkplaceUnfairnessEthicsareseenasfairtreatmentWhyTreatEmployeesFairly?Perceptionsoffairnessrelatetoemployeecommitment,satisfactionBullyingandVictimization/#BasicsofEthicsandFairTreatmentatWork14-5WorkplaceUnfairnessBasicsofReviewEthicsThelawUnfairtreatmentPublicpolicyandemployeerightsBullyingandVictimization14-6ReviewEthics14-6Discussimportantfactorsthatshapeethicalbehavioratwork.14-7DiscussimportantfactorsthatWhatShapesEthicalBehavioratWork?ThreefactorscombinetodeterminetheethicalchoiceswemakeTheperson(badapples)Situations(badcases)Outsideforces(badbarrels)PressuresEthicspoliciesandcodesEnforcement,whistleblowers,fraudcontrolsOrganizationalculture14-8WhatShapesEthicalBehavioraGuidelinesWhenManagingEthicalBehavioratWorkEthicalbehaviorstartswithmoralawarenessCultivatingtherightnorms,leadershipRewardsystemsandcultureMoralitycomesfromwithinOpenlytalkaboutethics14-9GuidelinesWhenManagingEthiIMPROVINGPERFORMANCE:HRToolsforLineManagersandEntrepreneursStudiesshowsmallenterprisescanhaveunethicalbehaviorlikebigfirmsThereareseveralreasonswhysmallfirmshavetobealerttounethicalbehaviorSmallfirmsdon’thavetheresourcesforethicsofficers,ethicshotlines,ortheethicstrainingthatbigfirmshave14-10IMPROVINGPERFORMANCE:HRToolReviewWhydopeopledobadthings?Researchfindingssuggestwhatmanagerscando14-11ReviewWhydopeopledobadthiDescribeatleastfourspecificwaysinwhichHRmanagementcaninfluenceethicalbehavioratwork.14-12DescribeatleastfourspecifiUsingHRToolstoPromoteEthicsandFairTreatmentSelectionEthicstrainingPerformanceappraisalRewardanddisciplinarysystemsManagingethicscompliance14-13UsingHRToolstoPromoteEthiEmployeePrivacyPoliciesEmployeeprivacyTheproblemEmployeemonitoringRestrictions14-14EmployeePrivacyPoliciesEmploIMPROVINGPERFORMANCE:HRasaProfitCenterEmployeeaccesstocompanynetworkinformationsystemsismonitoredEmployersrangingfromUnitedParcelServicetotheCityofOakland,California,useGPSunitstomonitortheirtruckers’whereabouts—andthereforeproductivity14-15IMPROVINGPERFORMANCE:EmployeSelectionTrainingPerformanceRewardsComplianceandthelawReview14-16SelectionReview14-16Employfairdisciplinarypractices.14-17EmployfairdisciplinarypractBasicsofafairandjustdisciplinaryprocessRulesandregulationsProgressivepenaltiesFormaldisciplinaryappealsprocessesManagingEmployeeDiscipline14-18BasicsofafairandjustdiscOralreminderFormalwrittenreminderDecision-makingleavePurgesuspensionfromfileDisciplinewithoutPunishment14-19OralreminderDisciplinewithouFairnessUnfairbehaviorRulesandregulationsPenaltiesAppealsDiscipline,notpunishmentReview14-20FairnessReview14-20Explainwhatismeantbyemployeerelationsandwhatemployerscandotoimproveit.14-21ExplainwhatismeantbyemploWhatIsEmployeeRelations?Positiveemployee–employerrelationshipscontributetoproductivityImprovingandassessingemployeerelationsthroughbettercommunicationsOrganizationalclimatesurveysManagingEmployeeRelations14-22WhatIsEmployeeRelations?ManDevelopingEmployeeRecognition/RelationsProgramsCreatingEmployeeInvolvementStrategiesTeamstogainemployees’involvementEmployeesuggestionsManagingEmployeeRelations14-23DevelopingEmployeeRecognitioIMPROVINGPERFORMANCE:HRasaProfitCenterALockheedMartinunitinOswego,NY,hasaprogramforstreamliningprocessesIdeasareelectronicallysubmittedTheyareevaluatedandapprovedbythelocalmanagerSavesabout$77,000perimplementedidea,or$100millioneachyear14-24IMPROVINGPERFORMANCE:ALockhReviewManagingemployeerelationsImprovingemployeecommunicationsDevelopingawardprogramsStrategicemployeeteams14-25ReviewManagingemployeerelatiListthreemorespecificstepsHotelParisshouldtakewithrespecttoeachindividualhumanresearchfunction(selection,training,andsoon)toimprovethelevelofethicsinthecompany.TranslatingStrategyintoHRPoliciesandPractices14-26ListthreemorespecificstepsBasedonwhatyoulearnedinthischapter,writeashort(lessthanonepage)explanationLisacanusetoselltotopmanagementtheneedtofurtherimprovethehotelchain’sfairnessandjusticeprocesses.TranslatingStrategyintoHRPoliciesandPractices14-27BasedonwhatyoulearnedintHotelParisStrategyChapter1414-2814-2814Ethics,EmployeeRelations,andFairTreatmentatWork14-114Ethics,EmployeeRelations,Explainwhatismeantbyethicalbehavioratwork.Discussimportantfactorsthatshapeethicalbehavioratwork.DescribeatleastfourspecificwaysinwhichHRmanagementcaninfluenceethicalbehavioratwork.Employfairdisciplinarypractices.Explainwhatismeantbyemployeerelationsandwhatemployerscandotoimproveit.LearningObjectives14-2ExplainwhatismeantbyethicExplainwhatismeantbyethicalbehavioratwork.14-3ExplainwhatismeantbyethicWhatisethics?EthicsandthelawEthics,publicpolicy,andemployeerightsUnalienablerightsPublicpolicyEmploymentrightsBasicsofEthicsandFairTreatmentatWork14-4Whatisethics?BasicsofEthicWorkplaceUnfairnessEthicsareseenasfairtreatmentWhyTreatEmployeesFairly?Perceptionsoffairnessrelatetoemployeecommitment,satisfactionBullyingandVictimization/#BasicsofEthicsandFairTreatmentatWork14-5WorkplaceUnfairnessBasicsofReviewEthicsThelawUnfairtreatmentPublicpolicyandemployeerightsBullyingandVictimization14-6ReviewEthics14-6Discussimportantfactorsthatshapeethicalbehavioratwork.14-7DiscussimportantfactorsthatWhatShapesEthicalBehavioratWork?ThreefactorscombinetodeterminetheethicalchoiceswemakeTheperson(badapples)Situations(badcases)Outsideforces(badbarrels)PressuresEthicspoliciesandcodesEnforcement,whistleblowers,fraudcontrolsOrganizationalculture14-8WhatShapesEthicalBehavioraGuidelinesWhenManagingEthicalBehavioratWorkEthicalbehaviorstartswithmoralawarenessCultivatingtherightnorms,leadershipRewardsystemsandcultureMoralitycomesfromwithinOpenlytalkaboutethics14-9GuidelinesWhenManagingEthiIMPROVINGPERFORMANCE:HRToolsforLineManagersandEntrepreneursStudiesshowsmallenterprisescanhaveunethicalbehaviorlikebigfirmsThereareseveralreasonswhysmallfirmshavetobealerttounethicalbehaviorSmallfirmsdon’thavetheresourcesforethicsofficers,ethicshotlines,ortheethicstrainingthatbigfirmshave14-10IMPROVINGPERFORMANCE:HRToolReviewWhydopeopledobadthings?Researchfindingssuggestwhatmanagerscando14-11ReviewWhydopeopledobadthiDescribeatleastfourspecificwaysinwhichHRmanagementcaninfluenceethicalbehavioratwork.14-12DescribeatleastfourspecifiUsingHRToolstoPromoteEthicsandFairTreatmentSelectionEthicstrainingPerformanceappraisalRewardanddisciplinarysystemsManagingethicscompliance14-13UsingHRToolstoPromoteEthiEmployeePrivacyPoliciesEmployeeprivacyTheproblemEmployeemonitoringRestrictions14-14EmployeePrivacyPoliciesEmploIMPROVINGPERFORMANCE:HRasaProfitCenterEmployeeaccesstocompanynetworkinformationsystemsismonitoredEmployersrangingfromUnitedParcelServicetotheCityofOakland,California,useGPSunitstomonitortheirtruckers’whereabouts—andthereforeproductivity14-15IMPROVINGPERFORMANCE:EmployeSelectionTrainingPerformanceRewardsComplianceandthelawReview14-16SelectionReview14-16Employfairdisciplinarypractices.14-17EmployfairdisciplinarypractBasicsofafairandjustdisciplinaryprocessRulesandregulationsProgressivepenaltiesFormaldisciplinaryappealsprocessesManagingEmployeeDiscipline14-18BasicsofafairandjustdiscOralreminderFormalwrittenreminderDecision-makingleavePurgesuspensionfromfileDisciplinewithoutPunishment14-19OralreminderDisciplinewithouFairnessUnfairbehaviorRulesandregulationsPenaltiesAppealsDiscipline,notpunishmentReview14-20FairnessReview14-20Explainwhatismeantbyemployeerelationsandwhatemployerscandotoimproveit.14-21ExplainwhatismeantbyemploWhatIsEmployeeRelations?Positiveemployee–employerrelationshipscontributetoproductivityImprovingandassessingemployeerelationsthroughbettercommunicationsOrganizationalclimatesurveysManagingEmployeeRelations14-22WhatIsEmployeeRelations?ManDevelopingEmployeeRecognition/RelationsProgramsCreatingEmployeeInvolvementStrategiesTeamstogainemployees’involvementEmployeesuggestionsManagingEmployeeRelations14-23DevelopingEmployeeRecognitioIMPROVINGP

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