Dessler 14

© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

Ethics, Justice, and Fair TreatmentEthics, Justice, and Fair Treatmentin HR Managementin HR Management

Chapter Chapter 1414

Part 5 | Employee RelationsPart 5 | Employee Relations

© 2008 Prentice Hall, Inc. All rights reserved. 14–2

After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1.1. Explain what is meant by ethical behavior at work.Explain what is meant by ethical behavior at work.

2.2. Discuss important factors that shape ethical behavior Discuss important factors that shape ethical behavior at work.at work.

3.3. Describe at least four specific ways in which HR Describe at least four specific ways in which HR management can influence ethical behavior at work.management can influence ethical behavior at work.

4.4. Employ fair disciplinary practices.Employ fair disciplinary practices.

5.5. List at least four important factors in managing List at least four important factors in managing dismissals effectively.dismissals effectively.


Ethics and Fair Treatment at WorkEthics and Fair Treatment at Work

• The Meaning of EthicsThe Meaning of Ethics The principles of conduct governing The principles of conduct governing

an individual or a group. an individual or a group. The standards you use to decide The standards you use to decide

what your conduct should be.what your conduct should be. Ethical behavior depends on a Ethical behavior depends on a

person’s frame of reference.person’s frame of reference.

• Ethical DecisionsEthical Decisions Normative judgmentsNormative judgments Morality Morality


What Is Organizational Culture?What Is Organizational Culture?

• Organizational cultureOrganizational culture The characteristic values, traditions, and behaviors a The characteristic values, traditions, and behaviors a

company’s employees share.company’s employees share.

• How is culture is revealed? How is culture is revealed? Ceremonial eventsCeremonial events Written rules and spoken commandsWritten rules and spoken commands Office layoutOffice layout Organizational structureOrganizational structure Dress codesDress codes Cultural symbols and behaviorsCultural symbols and behaviors FigureheadsFigureheads


HRM-Related Ethics ActivitiesHRM-Related Ethics Activities

• SelectionSelection Fostering the perception of fairness in the processes Fostering the perception of fairness in the processes

of recruitment and hiring of people.of recruitment and hiring of people. Formal proceduresFormal procedures Interpersonal treatmentInterpersonal treatment Providing explanationsProviding explanations Selection toolsSelection tools Two-way communication Two-way communication

• TrainingTraining How to recognize ethical dilemmas.How to recognize ethical dilemmas. How to use ethical frameworks to resolve problems.How to use ethical frameworks to resolve problems. How to use HR functions in ethical ways.How to use HR functions in ethical ways.


HRM-Related Ethics Activities (cont’d)HRM-Related Ethics Activities (cont’d)

• Performance AppraisalPerformance Appraisal Appraisals that make it clear that the company Appraisals that make it clear that the company

adheres to high ethical standards by measuring and adheres to high ethical standards by measuring and rewarding employees who follow those standards.rewarding employees who follow those standards.

• Reward and Disciplinary SystemsReward and Disciplinary Systems The organization swiftly and harshly punishes The organization swiftly and harshly punishes

unethical conduct. unethical conduct.

• Workplace Aggression and ViolenceWorkplace Aggression and Violence Taking care that HR actions do not foster Taking care that HR actions do not foster

perceptions of inequities that translate into perceptions of inequities that translate into dysfunctional behaviors by employees.dysfunctional behaviors by employees.


Discipline Without Punishment Discipline Without Punishment (Nonpunitive Discipline)(Nonpunitive Discipline)

1.1. Issue an oral reminder.Issue an oral reminder.

2.2. Should another incident arise within six weeks, issue a Should another incident arise within six weeks, issue a formal written reminder, a copy of which is placed in formal written reminder, a copy of which is placed in the employee’s personnel file.the employee’s personnel file.

3.3. Give a paid, one-day “decision-making leave.”Give a paid, one-day “decision-making leave.”

4.4. If no further incidents occur in the next year, then If no further incidents occur in the next year, then purge the one-day paid suspension from the person’s purge the one-day paid suspension from the person’s file. If the behavior is repeated, the next step is file. If the behavior is repeated, the next step is dismissal.dismissal.


Employee PrivacyEmployee Privacy

• Employee privacy violations upheld by courts:Employee privacy violations upheld by courts: IntrusionIntrusion Publication of private mattersPublication of private matters Disclosure of medical recordsDisclosure of medical records Appropriation of an employee’s name or likenessAppropriation of an employee’s name or likeness

• Actions triggering privacy violations:Actions triggering privacy violations: Background checksBackground checks Monitoring off-duty conduct and lifestyleMonitoring off-duty conduct and lifestyle Drug testingDrug testing Workplace searchesWorkplace searches Monitoring of workplaceMonitoring of workplace


Managing DismissalsManaging Dismissals

• DismissalDismissal Involuntary termination of an employee’s Involuntary termination of an employee’s

employment with the firm.employment with the firm.

• Terminate-at-Will RuleTerminate-at-Will Rule Without a contract, the employee can resign for any Without a contract, the employee can resign for any

reason, at will, and the employer can similarly reason, at will, and the employer can similarly dismiss the employee for any reason (or no reason), dismiss the employee for any reason (or no reason), at will.at will.


Avoiding Wrongful Discharge SuitsAvoiding Wrongful Discharge Suits

• Bases for Wrongful Discharge SuitsBases for Wrongful Discharge Suits Discharge does not comply with the law.Discharge does not comply with the law. Discharge does not comply with the contractual Discharge does not comply with the contractual

arrangement stated or implied by the firm via its arrangement stated or implied by the firm via its employment application forms, employee manuals, employment application forms, employee manuals, or other promises.or other promises.

• Avoiding Wrongful Discharge SuitsAvoiding Wrongful Discharge Suits Set up employment policies and dispute resolution Set up employment policies and dispute resolution

procedures that make employees feel treated fairly.procedures that make employees feel treated fairly. Do the preparatory work that helps to avoid such Do the preparatory work that helps to avoid such

suits.suits.


Termination AssistanceTermination Assistance

• Outplacement CounselingOutplacement Counseling

A systematic process by which a terminated A systematic process by which a terminated employee is trained and counseled in the techniques employee is trained and counseled in the techniques of conducting a self-appraisal and securing a new of conducting a self-appraisal and securing a new job appropriate to his or her needs and talents. job appropriate to his or her needs and talents.

Does not imply that the employer takes Does not imply that the employer takes responsibility for placing the person in a new job.responsibility for placing the person in a new job.

Is part of the terminated employee’s support or Is part of the terminated employee’s support or severance package and is often done by severance package and is often done by specialized outside firms.specialized outside firms.


Interviewing Departing EmployeesInterviewing Departing Employees

• Exit InterviewExit Interview

Its aim is to elicit information about the job or related Its aim is to elicit information about the job or related matters that might give the employer a better insight matters that might give the employer a better insight into what is right—or wrong—about the company. into what is right—or wrong—about the company.

The assumption is that because the employee is The assumption is that because the employee is leaving, he or she will be candid.leaving, he or she will be candid.

The quality of information gained from exit The quality of information gained from exit interviews is questionable.interviews is questionable.


The Plant Closing LawThe Plant Closing Law

• Worker Adjustment and Retraining Notification Worker Adjustment and Retraining Notification Act (1989)Act (1989)

Requires employers of 100 or more employees to Requires employers of 100 or more employees to give 60 days notice before closing a facility or give 60 days notice before closing a facility or starting a layoff of 50 people or more.starting a layoff of 50 people or more.

The law does not prevent the employer from closing The law does not prevent the employer from closing down, nor does it require saving jobs.down, nor does it require saving jobs.

The law is intended to give employees time to seek The law is intended to give employees time to seek other work or retraining by giving them advance other work or retraining by giving them advance notice of the shutdown.notice of the shutdown.


K E Y T E R M SK E Y T E R M S

ethicsethics

ethics codeethics code

distributive justicedistributive justice

procedural justiceprocedural justice

interactional (interpersonal) interactional (interpersonal) justicejustice

organizational cultureorganizational culture

nonpunitive disciplinenonpunitive discipline

Electronic Communications Electronic Communications Privacy Act (ECPA)Privacy Act (ECPA)

dismissaldismissal

wrongful dischargewrongful discharge

unsatisfactory performanceunsatisfactory performance

misconductmisconduct

insubordinationinsubordination

termination interviewtermination interview

outplacement counselingoutplacement counseling

exit interviewsexit interviews

bumping/layoff proceduresbumping/layoff procedures

downsizingdownsizing

Business

Dessler 14