Human Resource Ethics - Ppt

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Right v. Right: HR Ethics Visit hrmba.blogspot.com for more presentations, projects, notes etc.

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Human Resource Ethics - Ppt

Transcript of Human Resource Ethics - Ppt

Page 1: Human Resource Ethics - Ppt

Right v. Right:HR Ethics

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Page 2: Human Resource Ethics - Ppt

HR Ethics

No well-established mandatory professional standards

Ethics and business knowledge as important as HR domain expertise

Each situation requires a judgment call

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Analyzing HR Dilemmas

Right v. Wrong“No one will know if I do not pay taxes on this under-the-table income, so I can save myself quite a bit of money.”

Right v. RightSelecting the best option

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Types of Right v. Right Dilemmas

Truth v. Loyalty

Individual v. Community

Short-Term v. Long-Term

Justice v. Mercy

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Examples of Right v. Right Dilemmas

It’s right to tell the truth, but it is also right to be kind and considerate of peoples’ feelings and emotions.

It’s right to apply rules and procedures equally, without favoritism, but it is also right to give special treatment to hard-working, dependable, and productive employees.

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Examples of Right v. Right Dilemmas (cont’d)

It’s right to spend more time adding more quality to your work but it is also right to meet deadlines and avoid “diminishing returns” on your efforts.

It’s right to be concerned about short-term results, but it is also right to focus on long-term growth and stability.

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Examples of Right v. Right Dilemmas (cont’d)

It’s right not to share information given to you in confidence, but it is also right to report violations of laws, rules, and ethical standards.

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Resolving Right v. Right Dilemmas

Three decision rules for thinking through

any Right v. Right dilemma:

Ends-based thinking Rule-based thinking Care-based thinking

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Managing Right v. Right Dilemmas

Three basic strategies to pursue:

1. Eliminate the conflict2. Decide what’s “more right”3. Seek assistance

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Common Ethical Dilemmas Faced by HR Professionals

Employee references

Safety hazards

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Common Ethical Dilemmas Faced by HR Professionals (cont’d)

Confidentiality of information During employment

investigations Knowledge of agency

developments Knowledge of employee medical

conditions

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Common Ethical Dilemmas Faced by HR Professionals (cont’d)

Showing respect for copyrights, sources, and intellectual property

Ensuring truth in claims, data, and recommendations

Balancing organizational and individual needs and interests

Showing respect for, interest in, and representation of individual and population differences

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Ethics Advice for HR Professionals

Know what you believe. Clearly think through what is legally and morally right and wrong. Understand why you believe what you believe.

Develop your ability to influence. Be prepared to offer creative solutions to difficult situations.

Be able to walk away if your ethical standards are jeopardized.

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The Ethical Action Test

Is it legal? Does it comply with our rules and

guidelines? Is it in sync with our

organizational values? Will I be comfortable and guilt-

free if I do it?

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The Ethical Action Test (cont’d)

Does it match our stated commitments and guarantees?

Would I do it to my family and friends?

Would I be perfectly okay with someone doing it to me?

Would the most ethical person I know do it?

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Case Study

“You do in the game like you do in practice.”

Small table discussions about the case study to identify and suggest resolutions for Right v. Right dilemmas

Large group discussion

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Case Study (cont’d) The HR Manager of the company was

recently notified by the Training Director that employees have been experiencing a rash of theft of personal articles from the company’s training room over the past several months. Based on feedback the HR Manager and Training Director have received, there is an employee of the organization who is suspected of the thefts.

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Case Study (cont’d)

The organization’s security department has suggested two possible courses of action to catch the guilty party.

1. Place a video camera in the training room so the agency can videotape the guilty party and therefore catch him or her in the act; or

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Case Study (cont’d)

2. Set a trap for the guilty person. Leave what appears to be a birthday card with money for another employee on one of the training room tables. The security department wants to coat the card envelope and the money with a special dust that becomes visible under a screening device that will be used on each of the agency’s departing employees the day the envelope disappears. The person, whose hands show the dust, would then be searched for the money, which had also been coated with this dust.

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Case Study (Cont’d)

What should the HR Manager and the Training Director do? What are the legal implications for each possible course of action? What are the actions an agency should/could take when an employee is suspected of theft?

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