Human Resourses人力资源管理

Copyright©2011PearsonEducation,Inc.publishingasPrenticeHallCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–2WHEREWEARENOW…Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–3Explainwhatismeantbyethicalbehavioratwork.Discussimportantfactorsthatshapeethicalbehavioratwork.DescribeatleastfourspecificwaysinwhichHRmanagementcaninfluenceethicalbehavioratwork.Employfairdisciplinarypractices.Listatleastfourimportantfactorsinmanagingdismissalseffectively.LEARNINGOUTCOMESCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–4EthicsandFairTreatmentatWorkTheMeaningofEthicsTheprinciplesofconductgoverninganindividualoragroup.Thestandardsyouusetodecidewhatyourconductshouldbe.Ethicalbehaviordependson

aperson’sframeofreference.EthicalDecisionsNormativejudgmentsMoralityCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–5FIGURE14–1

OnlineEthicsQuizCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–6TABLE14–1 SpecificObservedUnethicalBehaviorsAbusiveorintimidatingbehaviortowardemployees 21%Lyingtoemployees,customers,vendors,ortothepublic 19%Asituationthatplacesemployeeinterestsoverorganizationalinterests 18%Violationsofsafetyregulations 16%Misreportingofactualtimeworked 16%E-mailandInternetabuse 13%Discriminationonthebasisofrace,color,gender,age,orsimilarcategories 12%Stealingortheft 11%Sexualharassment 9%Provisionofgoodsorservicesthatfailtomeetspecifications 8%Misuseofconfidentialinformation 7%Alterationofdocuments 6%Falsificationormisrepresentationoffinancialrecordsorreports 5%Improperuseofcompetitors’insideinformation 4%Pricefixing 3%Givingoracceptingbribes,kickbacks,orinappropriategifts 3%Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–7EthicsandtheLawAbehaviormaybelegal

butunethical.Abehaviormaybeillegalbutethical.Abehaviormaybebothlegalandethical.Abehaviormaybebothillegalandunethical.Ethicsand

BehaviorsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–8Ethics,FairTreatment,andJusticeDistributivejusticeComponentsofOrganizationalJusticeProceduraljusticeCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–9FIGURE14–2 PerceptionsofFairInterpersonalTreatmentScale1.EmployeesarepraisedforgoodworkYes?No2.Supervisorsyellatemployees(R)Yes?No3.Supervisorsplayfavorites(R)Yes?No4.EmployeesaretrustedYes?No5.Employees’complaintsaredealtwitheffectivelyYes?No6.Employeesaretreatedlikechildren(R)Yes?No7.EmployeesaretreatedwithrespectYes?No8.Employees’questionsandproblemsarerespondedtoquicklyYes?No9.Employeesareliedto(R)Yes?No10.Employees’suggestionsareignored(R)Yes?No11.Supervisorsswearatemployees(R)Yes?No12.Employees’hardworkisappreciatedYes?No13.Supervisorsthreatentofireorlayoffemployees(R)Yes?No14.EmployeesaretreatedfairlyYes?No15.CoworkershelpeachotheroutYes?No16.Coworkersarguewitheachother(R)Yes?No17.Coworkersputeachotherdown(R)Yes?No18.CoworkerstreateachotherwithrespectYes?NoWhatisyourorganizationlikemostofthetime?CircleYesiftheitemdescribesyourorganization,

Noifitdoesnotdescribeyourorganization,and?ifyoucannotdecide.INTHISORGANIZATION:Note:R=theitemisreversescored.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–10FIGURE14–3 SomeAreasUnderWhichWorkersHaveLegalRightsLeaveofabsenceandvacationrightsInjuriesandillnessesrightsNoncompeteagreementrightsEmployees’rightsonemployerpoliciesDisciplinerightsRightsonpersonnelfilesEmployeepensionrightsEmployeebenefitsrightsReferencesrightsRightsoncriminalrecordsEmployeedistressrightsDefamationrightsEmployees’rightsonfraudRightsonassaultandbatteryEmployeenegligencerightsRightonpoliticalactivityUnion/groupactivityrightsWhistleblowerrightsWorkers’compensationrightsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–11WhatInfluencesEthicalBehaviorAtWork?Ethicalbehaviorstartswithmoralawareness.Managersstronglyinfluenceethicsbycarefullycultivatingtherightnorms,leadership,rewardsystems,andculture.Ethicsslidewhenpeopleundergomoraldisengagement.Themostpowerfulmoralitycomesfromwithin.Bewareoftheseductivepowerofanunmetgoal.Offeringrewardsforethicalbehaviorcanbackfire.Don’tinadvertentlyrewardsomeoneforbadbehavior.Employersshouldpunishunethicalbehavior.Thedegreetowhichemployeesopenlytalkaboutethics

isagoodpredictorofethicalconduct.Peopletendtoaltertheirmoralcompasseswhen

theyjoinorganizations.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–12WhatDeterminesEthicalBehavioratWork?Individual

FactorsOrganizationalFactorsEthicalWorkBehaviorsEthicalPolicies

andCodesTheBoss’sInfluenceOrganizationalCultureCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–13FIGURE14–4

HowDoMy

EthicsRate?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–14FIGURE14–5 UsingtheCompanyWebsitetoEmphasizeEthicsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–15WhatIsOrganizationalCulture?OrganizationalCultureThecharacteristicvalues,traditions,and

behaviorsafirm’semployeesshareHowManagersCanSupportanEthicalCultureClarifyingexpectationswithrespecttocriticalvalues“Walkingthetalk”inhavingtheiractionsalignwithvaluesProvidingphysicalsupportthroughtheuseofethicalmanagerialvaluesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–16TellingstafferstodowhateverisnecessarytoachieveresultsOverloadingtopperformerstoensurethattheworkgetsdoneLookingtheotherwaywhenwrongdoingoccursTakingcreditforothers’workorshiftingblameLeadingEmployeesAstrayTheBoss’sInfluenceonEthicalBehaviorCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–17TABLE14–2 PrincipalCausesofEthicalCompromisesSeniorMgmt.MiddleMgmt.Front-LineSupv.Prof.Non-Mgmt.Admin.Salaried

HourlyMeetingschedulepressure111111Meetingoverlyaggressivefinancialorbusinessobjectives322222Helpingthecompanysurvive234434Advancingthecareerinterestsofmyboss543345Feelingpeerpressure775653Resistingcompetitivethreats456567Savingjobs967776Advancingmyowncareer

orfinancialinterests899898Other688989Note:1ishigh,9islow.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–18FosteringEthicalWorkBehaviorsProvidemanagerandemployeeethicstrainingAdoptastrongethicscodeWhatEmployersCanDoEstablishwhistleblowerpoliciesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–19EmployeesandEthicalDilemmasQuestionsemployeesshouldaskwhenfacedwithethicaldilemmas:Istheactionlegal?Isitright?Whowillbeaffected?Doesitfitthecompany’svalues?Howwillit“feel”afterwards?Howwillitlookinthenewspaper?Willitreflectpoorlyonthecompany?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–20HowManagersUsePersonnelMethodsToPromoteEthicsandFairTreatmentEmphasizingethicsandfairnessinpersonnelselectionDisciplining

allinstances

ofunethicalconductProvidingmandatoryemployeeethicstrainingEnsuringfairandobjectiveperformanceappraisalsHRMPracticesthatPromoteEthicsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–21HRM-RelatedEthicsActivitiesSelectionFosteringtheperceptionoffairnessintheprocesses

ofrecruitmentandhiringofpeople:FormalhiringproceduresthattestjobcompetenciesRespectfulinterpersonaltreatmentofapplicantsFeedbackprovidedtoapplicantsTrainingEmployeesHowtorecognizeethicaldilemmasHowtouseethicalframeworkstoresolveproblemsHowtouseHRfunctionsinethicalwaysCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–22HRM-RelatedEthicsActivities(cont’d)PerformanceAppraisalAppraisalsthatmakeitclearthatthecompanyadherestohighethicalstandardsbymeasuringandrewardingemployeeswhofollowthosestandards.Standardsareclearlydefined.Employeesunderstandthebasisforappraisals.Appraisalsareobjective.RewardandDisciplinarySystemsTheorganizationswiftlyandharshlypunishesunethicalconduct.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–23HRM-RelatedEthicsActivities(cont’d)HR’sEthicsComplianceActivitiesComplyingwiththeSarbanes-OxleyActof2002RequiresthatCEOsandCFOsofpubliclytradedcompaniespersonallyattesttoaccuracyoftheircompanies’financialstatementsandthattheirinternalcontrolsareadequate.Increasedtheneedforethicstrainingandverificationoftraining.Firmsareusingonlineethicstrainingprogramstocomplywiththeact’srequirements.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–24FosteringEmployees’

PerceptionsofFairnessInvolvementindecisionsUnderstandingthroughexplanationPerceptionsoffairtreatmentdependon:SettingexpectationsandstandardsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–25ManagingEmployeeDisciplineClearrules

andregulationsAsystemofprogressivepenaltiesFairandJustDisciplineProcessAformalunbiased

appealsprocessCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–26FIGURE14–7

Disciplinary

ActionFormCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–27FIGURE14–8

GrievanceFormasPartoftheAppealProcessCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–28FormalDisciplinaryAppealsProcessesFedEx'sMulti-StepGuaranteedFairTreatmentProgramStep1:ManagementreviewStep2:OfficercomplaintStep3:ExecutiveappealsreviewCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–29DisciplineWithoutPunishment

(NonpunitiveDiscipline)Issueanoralreminder.Shouldanotherincidentarisewithinsixweeks,issueaformalwrittenreminder,acopyofwhichisplacedintheemployee’spersonnelfile.Giveapaid,one-day“decision-makingleave.”Ifnofurtherincidentsoccurinthenextyear,thenpurgetheone-daypaidsuspensionfromtheperson’sfile.Ifthebehaviorisrepeated,thenextstepisdismissal.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–30FIGURE14–9 SummaryofFairDisciplineGuidelinesMakesuretheevidencesupportsthecharge.Makesuretheemployee’sdueprocessrightsareprotected.Warntheemployeeofthedisciplinaryconsequences.Determineiftherulethatwasallegedlyviolatedshouldbe“reasonablyrelated”

totheefficientandsafeoperationoftheworkenvironment.Investigatefairlyandadequatelythematterbeforeadministeringdiscipline.Conductaninvestigationsufficienttouncoveranysubstantialevidenceofmisconduct.Applyallrules,orders,orpenaltiesevenhandedly.Applyapenaltythatisreasonablyrelatedtothemisconductand

totheemployee’spastwork.Maintaintheemployee’srighttocounsel.Don’trobasubordinateofhisorherdignity.Rememberthattheburdenofproofisonyou.Getthefacts.Don’tbaseadecisiononhearsayoronyourgeneralimpression.Don’tactwhileangry.Ingeneral,donotattempttodealwithanemployee’s“badattitude.”

Focusonimprovingthespecificbehaviorscreatingtheworkplaceproblem.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–31EmployeePrivacyEmployeeprivacyviolationsupheldbycourts:IntrusionorsurveillancePublicationofprivatemattersDisclosureofmedicalrecordsAppropriationofanemployee’snameorlikenessActionstriggeringprivacyviolations:BackgroundchecksMonitoringoff-dutyconductandlifestyleDrugtestingWorkplacesearchesMonitoringofworkplaceCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–32EmployeeMonitoringWhatIsMonitored:IdentityverificationLocationE-mailactivityandInternetuseTelephonecallsWhyEmployersMonitor:ToguardagainstliabilityforillegalactsandharassmentsuitscausedbyemployeemisuseToimproveproductivityTodetectleaksofconfidentialinformationToprotectagainstcomputervirusesCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–33RestrictionsonWorkplaceMonitoringTheElectronicCommunicationsPrivacyAct(ECPA)Restrictsemployerinterception

andmonitoringoforalandwirecommunications“businesspurposeexception”“consentexception”CommonlawProvidesprotectionsagainstinvasionofprivacyCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–34FIGURE14–10 SampleE-MailMonitoringAcknowledgmentStatementCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–35ManagingDismissalsDismissalInvoluntaryterminationofanemployee’semployment

withthefirm.Terminate-at-WillRuleWithoutacontract,theemployeecanresignforanyreason,atwill,andtheemployercansimilarlydismisstheemployeeforanyreason(ornoreason),atwill.WrongfulDischargeAnemployeedismissalthatdoesnotcomplywiththelawordoesnotcomplywiththecontractualarrangementstatedorimpliedbythefirmviaitsemploymentapplicationforms,employeemanuals,orotherpromises.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–36ManagingDismissals(cont’d)StatutoryexceptionsCommonlawexceptionsProtectionsAgainstWrongfulDischargePublicpolicyexceptionsCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–37GroundsforDismissalUnsatisfactoryperformanceMisconductLackofqualificationsChangedrequirementsof(oreliminationof)thejobBasesforDismissalCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–38InsubordinationDirectdisregardoftheboss’sauthority.Directdisobedienceof,orrefusaltoobey,

theboss’sorders,particularlyinfrontofothers.Deliberatedefianceofclearlystatedcompanypolicies,rules,regulations,andprocedures.Publiccriticismoftheboss.Blatantdisregardofreasonableinstructions.Contemptuousdisplayofdisrespect.Disregardforthechainofcommand.Participationin(orleadershipof)anefforttoundermineandremovethebossfrompower.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–39FIGURE14–11 WasItGrossMisconduct?Wasanyonephysicallyharmed?Howbadly?Didtheemployeerealizetheseriousnessofhisorheractions?Wereotheremployeessignificantlyaffected?Wastheemployer’sreputationseverelydamaged?Willtheemployerlosesignificantbusinessorotherwisesuffereconomicharm

becauseofthemisconduct?Couldtheemployerloseitsbusinesslicensebecauseoftheemployee’smisconduct?Willtheemployeeloseanylicenseneededtoworkfortheemployer(e.g.,driver’slicense)?Wascriminalactivityinvolved?Wasfraudinvolved?Wasanysafetystatuteviolated?Wasanycivilstatuteviolated?Wastheconductpurposeful?Wastheconductonduty?Istheviolatedpolicywell-knowntoemployees?Doestheconductjustifyimmediatetermination?Hastheemployerimmediatelyfiredotheremployeeswhodidsomethingsimilar?Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–40ManagingDismissals(cont’d)FosteringPerceptionsofFairnessinDismissalsProvidetheemployeewithfullexplanationsofwhyandhowterminationdecisionsweremade.Instituteaformalmulti-stepprocedure(includingwarning)andestablishaneutralappealprocess.Havetheemployee’sdirectsupervisorinform

theemployeeofthedismissaldecision.SecurityMeasuresDisableemployeepasswordsandnetworkaccess.Collectallcompanypropertyandkeys.Escortemployeefromcompanyproperty.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–41FIGURE14–12 MedianWeeksofSeverancePaybyJobLevelSeveranceCalculationMethodMedianWeeksofSeveranceExecutivesManagers

ProfessionalsFixed2664VariableAmountbyEmploymentTenure

1year4223years7555years107710years20121015years261615Maximum392624Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–42AvoidingWrongfulDischargeSuitsBasesforWrongfulDischargeSuitsDischargedoesnotcomplywiththelaw.Dischargedoesnotcomplywiththecontractualarrangementstatedorimpliedbythefirmviaitsemploymentapplicationforms,employeemanuals,orotherpromises.AvoidingWrongfulDischargeSuitsSetupemploymentpoliciesanddisputeresolutionproceduresthatmakeemployeesfeelfairlytreated.Reviewandrefineallemployment-relatedpolicies,procedures,anddocumentstolimitchallenges.Clearlycommunicatejobexpectationstotheemployee.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–43FIGURE14–13 HandbookAcknowledgementFormCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–44PersonalSupervisoryLiabilityAvoidingPersonalSupervisoryLiabilityBefamiliarwithapplicablestatutesandknowhowtoupholdtheirrequirements.Followcompanypoliciesandprocedures.Beconsistentwithapplicationofrulesorregulations.Don’tadministerdisciplineinamannerthataddstotheemotionalhardshipontheemployee.Allowemployeestotelltheirsideofthestory.Donotactinanger.UtilizetheHRdepartmentforadviceregardinghowtohandledifficultdisciplinarymatters.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–45TheTerminationInterview12345GuidelinesfortheTerminationInterviewGettothepoint.Plantheinterviewcarefully.Describethesituation.Listen.Reviewallelementsoftheseverancepackage.6Identifythenextstep.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–46TerminationAssistanceOutplacementCounselingAsystematicprocessbywhichaterminatedemployeeistrainedandcounseledinthetechniquesofconductingaself-appraisalandsecuringanewjobappropriatetohisorherneedsandtalents.Anofferofoutplacementassistance:Doesnotimplythattheemployertakesresponsibility

forplacingthepersoninanewjob.Ispartoftheterminatedemployee’ssupportorseverancepackageandisoftendonebyspecializedoutsidefirms.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–47TerminationAssistance(cont’d)OutplacementFirmsCanhelptheemployerdeviseitsdismissalplanregarding:Howtobreakthenewstodismissedemployees.Dealingwithdismissedemployees’emotionalreactions.Institutingtheappropriateseverancepayandequalopportunityemploymentplans.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–48InterviewingDepartingEmployeesExitInterviewItsaimistoelicitinformationaboutthejoborrelatedmattersthatmightgivetheemployerabetterinsightintowhatisright—orwrong—aboutthecompany.Theassumptionisthatbecausetheemployeeisleaving,heorshewillbecandid.Thequalityofinformationgainedfromexitinterviewsisquestionable.Copyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–49FIGURE14–14

EmployeeExit

InterviewQuestionnaireCopyright©2011PearsonEducation,Inc.publishingasPrenticeHall14–50ThePlantClosingLawWorkerAdjustmentandRetrainingNotificationAct(1989)Requiresemployersof100ormoreemployeestogive60days’noticebeforeclosingafacilityorstartingalayoffof50peopleormore.Thelawdoesnotpreventtheemployerfromclosingdown,

nordoesitrequiresavingjobs.Thelawisintendedtogiveemployees