Ethics, Justice, and Fair Treatment in HR Management Essay

1. Table of ContentsPrefacei. morals and comely intervention at piece of workii. What Determines honorable Behavior at Work?iii. How Managers Use staff onwardice Methods To Promote Ethics and Fair Treatment? iv. Managing Employee Discipline and Privacyv. Managing Dismissals2. Why I Selected This control/ArticleFor the Course HRMN250 Human Resource Management3. Book Theme (Key Quote)Ethics and graceful manipulation play important roles in managing employees at work. Of course, hardly a(prenominal) societies rely solely on managers ethics or sense of fairness to capture in that they do whats right by their employee.4. AbstractI. Ethics and Fair Treatment at Work. Ethics argon normative judgments based on questions of morality. Ethics refers to what you stand for whereas fairness and arbitrator are seen in terms of a stopping points result and the process of arriving at the same. M either countries have laws and legislations governing workers rights, not leaving them solely to an employers ethics. II. What Determines Ethical Behavior at Work? Several influences may determine whether a person acts ethical or not at work. They include the boss the political party the organizational culture aided by a code of ethics and the person themselves.III. How Managers Use personnel Methods To Promote Ethics and Fair Treatment? Personnel methods such as selection, ethics training, performance appraisals, reward and disciplinary systems, managing compliance and personnel related method for ensuring fair treatment are musical instruments which managers use to embolden ethics and fair treatment in the organization.IV. Managing Employee Discipline and Privacy. Employee discipline may be punitive or non-punitive but should be fair and progressive, with an appeal forum. Employee screen and background checks are useful appraisal tool but should respect privacy laws or be given employee consented.V. Managing Dismissals. Fairness should be communicated in the forced t ermination of an employees employment and should be upheld by contractual agreements that show support for the same between the libertine and the employee to avoid wrongful discharge claims. Layoffs, retrenchment or closing plants should be down strategically and cautiously within legislative frameworks.5. Brief Discussion of Book/Article Units/Sections/Chapters I. Ethics and Fair Treatment at WorkA. Principles of conduct governing an individual or group and are based on1. Normative Judgmentsa. Something is either good or forged2. Question of moralitya. Societys highest standard of behaviorB. Few societies rely solely on managers ethics or sense of fairness to ensure that they do whats right by their employee. They instead 1. Formulated legislations toa. Protect employeesi. Employees rightsb. Enforce lawsC. Justice is separated by experts into1. Distributive Justice that shows a decisions result exhibits a. Fairnessb. Justice2. Procedural Justice showsa. Fairness of processII. W hat Determines Ethical Behavior at Work?A. The person1. The person almost responsible for his or her own behaviorB. The boss1. Several elements of leadership determine ethical behavior including exhibiting a. Coercionb. Pressurec. Unfair/bias treatment of employeeC. The organizations culture including1. The characteristics observes, tradition and behavior a companys employees share 2. The firms leaders ability toa. Walk the rippleb. Clarify expectationsc. Provide needed support for employees to make ethical decisions d. Provide an ethical code which isi. A document memorializing the standard that the employer expects the employees to adhere to III. How Managers Use Personnel Methods To Promote Ethics and Fair Treatment including the following A. Selection processes such as1. Performing background checks2. Ask ethical questions in the interview3. Be fair in recruitment processa. Use good selection toolsb. Respect appli shadowtsc. Provide useful feedback4. gull establish formal et hical proceduresB. Ethics training which involves1. Teaching employees how to recognizeda. Dilemmasb. Implications of actionsc. Resolve dilemmas2. Managers commitment to ethics3. Having new-employees orientation4. Equipping employees witha. Hand hold ins and copy of code of ethicsb. Refresher coursesC. Performance Appraisals these attest to how fair or ethical an organization is and should be to employees1. Clear2. Understandable3. Objective4. Rewarding of ethical behaviorD. Reward and Discipline1. Swift to punish wrong behaviors2. Rewarding of ethical onesE. Managing Ethical Compliance To ensure compliance to legal and organizational ethical standards companies can set up1. Frameworks2. Procedures3. DepartmentsF. Supervisors and Fairness1. Involve employees ina. Decisions that affect them2. Make all aware of standards of evaluation3. Communication should bea. Two-waysb. PracticalIV. Managing Employee Discipline and PrivacyA. Enforcing discipline encourages sensible behavior1. Fa ir justice and disciplining involves 3 pillarsa. Rules and Regulationsb. Employees handbook2. System of progressive penaltiesa. Gives a sense of fairness and opportunity for remedialb. Depends on severity of infringement3. Process of Appeala. Gives a sense of fairness and opportunity for remedialB. Discipline can be punitive or nonpunitive1. Nonpunitive includesa. Issuing oral reminderb. If incidents arise again within six weeksi. Formal written reminder placed on filec. Further incidenti. Give one-day paid leave for employee to sort out self-importanced. Further incidenti. DismissalC. Employee Privacy 1. Several employer actions that triggers most violation includea. Background checksb. Monitoring off-duty conductc. Drug testingd. Workplace searches2. By-laws that entertain the samea. No bathroom or locker-room surveillanceb. Cannot publish private matter such asi. Medical recordsc. May not portion employees name or worryness for commercial use without consent3. Employee monitor ing-a. This includesi. Reading their emails incoming and outgoingii. Blocking sitesiii. Monitoring in/out whiles as per workplace4. Restrictions and guidelinesa. Electronic Communication Act whichi. Makes eavesdropping of employee legal up to a pointii. States monitored calls if found to be personal should not be further monitored iii. task purpose exceptioniv. Consent exceptionV. Managing DismissalsA. Dismissal1. Involuntary termination of employment2. Most drastic organizational disciplinary action3. Requires special conduct4. Should be based on proper grounds5. Should be done after effort toi. Rehabilitate personii. Salvage personB. Aspects include1. final result at will wherea. No contractual obligation between both partiesi. Either employee can be terminated at any point/any reason ii. Employee can re sanctify at any time/reason2. Wrongful Discharge- Includea. Dismissals thati. Violate lawii. Fails to comply with contractual agreementaa. give tongue toab. Impliedb. Statuto ry exclusions which arei. Governing laws that prohibits some kind of dismissals such as aa. Reporting safety violationc. Common law exceptionsd. Public Policy Exception where employee refusesi. To break an explicit public lawii. Well establish public policyC. Grounds for dismissal include1. Unsatisfactory performance, for examplea. Tardinessb. Cant perform duties applicable to employmentc. Absenteeism issues2. Misconduct3. Lack of qualifications4. Changed requirement for the contrasti. Nature of jobii. Job no longer required or on tap(predicate)5. InsubordinationD. Fairness in dismissals entailsa. Giving full explanation as to whyb. Progressive approachc. Process of dismissali. Who does itii. How it is doneiii. Where it is doneiv. pass up services for the dismissedE. Security measures as per dismissalsa. Disabling the dismissedi. Access to compoundii. Computers and other equipmentiii. Access to phones and other assetsF. quashing wrongful dismissal lawsuits1. make water percep tion of fairness ina. Employment policiesb. Grievance procedures2. Make employees feel they are treated fairly3. All employment-related policies, procedures and documents should bea. check outedb. Referenced4. make suppose employee signa. A no fixed term of employment contractb. Or a termination at any time clause5. Communicate job expectations clearly6. Make personnel supervisors liable they shoulda. Be familiar with applicable lawsb. Not at in angerc. Utilize the HR department for adviceD. The conclusion Interview where the employee is informed of their dismissal1. Plan carefullya. Make sure schedule is kept byi. Person doing the dismissalii. Employeeb. Use neutral sidei. Not your officec. Have security or medical numbers at handd. Keep interview to maximum 10 minutese. Have all needed documents2. Get to the point3. Describe the situation, dont emphasize persons fault 4. Listen5. Speak calmly6. Review all elements of severance package7. Identify the next step for the dismiss ed such asa. Outplacement counselingb. Exit interview as toi. Get brainstorm as to what the company is doing right or wrong E. Layoffs, Downsizing and the Plant Closing Law1. These are non-disciplinary separation such asa. Retirementb. Resigningc. Layoffs/bump-off i. Selecting employees to take time-off with the expectation to return to work in the future d. Downsizing usually reducing dramatically the number of people employed by a firm 2. The plant Closing Law (Worker Adjustment and Retraining Act 1989) a. Firms of 100 or more workers must give at least 60 old age notice before i. Closing down facilityii. Starting a layoff of 50 or more workersb. Doesnt prevent organizations from shutting downc. Does not obligate firms to save jobd. Does require adequate notice by employers to allow time for employees i. To job searchii. To retrainiii. To adjust to circumstancese. penalisation for infringement of this act includei. 1 day pay for everyday of the violationaa. That is, days when t he notice should have been givenF. Layoff Process1. Plan for layoffsa. Have up-to-date appraisals in advanceaa. This attests to rationale behind layoff procedure2. Layoff implies softnessa. Termination implies (cut off)3. Layoff is characterized usuallya. Work is not availableb. Expected to be wretched termc. Expected recalling of employees at later date4. Sensible Layoff Steps involvesa. Identifying objectives and constraintsb. Forming a downsizing teamc. Addressing legal issuesi. Reviewing factors of those being laid off includingaa. sexualityab. Raceac. Religiond. Address security issues, includingi. Personalii. Infrastructuraliii. Datae. Remain informative and truthfulf. Plan post-implementation actioni. Especially for remaining workersaa. Boost esprit de corps etc.5. Dismissal Effect plan to manage effect ona. Victimsb. Survivorsc. Managersi. Health6. Layoff/Bump-off Procedures detailed procedure determining who will be laid off it no work is availablea. Survivors often cho sen byi. Seniorityaa. ground on date joining the firm not a peculiar(a) thought ii. Merit7. Alternatives to layoffsa. Voluntary reduction in pay to keep everyone workingb. Concentrating employees vacation during slow timesi. Avoids having to hire seasonal workersc. Voluntary time offd. Offering early retirement packagese. Hiring temporary workers with the understanding that they would be first to go G. Adjusting to Downsizing and Layoffs1. Downsizinga. Usually to boost financial position of the organizationb. Boosting the morale of survivors and management is essential 2. Mergers and Acquisitiona. Employees may now be hypersensitive as to unfair treatment management must i. Avoid appearing dominantii. Avoid win-lose behavioriii. Remain business-like and professional person alwaysiv. Remain positive active acquired firmsv. Remember that how the organization treats acquired employees affects aa. Organizational moraleab. productivityac. CommitmentVI. Practitioner/Researcher Value of BookA. The practitioner value of the book The chapter Ethics, Justice and Fair Treatment in HR Management is of gigantic practitioner value for several reasons. These reasons include firstly, the chapters readableness (the state or quality of being readable). The chapter has a uniform layoff where its main points or learning outcomes are indicated in an recreate blue font of serif. Subtopics within these learning outcomes are given emboldenedred fonts of sans serif and further subtopics are indicated using emboldened green fonts of sans serif. Thus the chapter is uniformly organized and makes for easy reading and finding of key concepts and other information. Definitions are clearly highlighted at the foot of each rascal that has a gray background.The chapters practitioners value is shown also by the several tables and charts that conveniently summarize large amounts of information making for quick referencing by any practitioner. An example of this includes figure 14-12 on p age 553, which shows the Median Week of Severance Pay by Job Level. This summative and quick quality format of key textbook and practical procedures for the issuance of severance is essentially useful to practitioners looking for reliable and timely solutions to everyday challenges. The chapters practitioner value is further attested to by several case studies and practical examples that show the key concepts presented being use in the real world and having practical lotion and relevance. Several case studies including that involving the infamous Enron (page 562) presents to the practitioner the relevance and implication of ethics by an organization.Comprehensive case studies are also presented at the end of the book in Appendix B such as that which deals with the ethical underpinnings of conduct of BP Texas management in relations to the March 2005 explosion. Practicality of the book/chapter is attested to by examples like that on page 547-48 which presents an example of employee monitoring software, thus presenting to practitioner a practical example of the concept of employee monitoring and furthermore giving a suggested tool to implement the same. Finally the chapters practitioner value is depicted by several step-by-step procedures that give the practitioner easy and ready to use procedures that they can easily implement for results and solutions. Page 546 gives an example of this for disciplining employees without punishment offering a readily available university extension tool and guide for the practitioner to administer the same. B. The researcher value of the bookThe chapter (book) contains prodigious referencing. From its charts to tables to defining of key terms are given full reference linking information to their authors, websites and primary sources. Each chapter has its own endnote reference listing which gives all sources referenced as per the chapter. The sources are mainly in the form of scholarly journals andarticles attesting to the cr edibility of the information presented in the chapter. This chapter in question has about a WHOPPING 117 sources as per the information presented therein.Sources are easily verifiable. The books content are easily accessible as it contains an extension name and organization big businessman with some 1200 entries. Its subject index is quite impressive as well in terms of its precision of search terms, concepts and points. The book/chapter presents an impressive Evidence Based HR section that presents evidence of how managers manage based on facts and evidence lending credence to the usefulness, credibility, applicability of the information presented. The book also presents authoritative findings and guidelines from professional bodies including The Society of Human Resource Management or SHRM as well as brief In-Text Study Guide from the SHRM organization. I therefore fully believe that the book is fully valuable to the researcher.VII. Final Impact StatementIn terms of ethics, justi ce and fair treatment in human resource management, we pull together the importance of firstly the individual having a firm ethical framework, the organization also fostering the same and the society which embellishes the same. Governments are the regulating and enforcing entities of the same. We note in closing the authors remarks Of course, few societies rely solely on managers ethics or sense of fairness to ensure that they do whats right by to their employees. (Dessler, 2011, p. 533.). instead we see legislations are used which at the minimum, organizations tend to subscribe to, and which satisfies both parties.