ETHICAL PROBLEMS OF MANAGERS - PowerPoint PPT Presentation

Loading...

PPT – ETHICAL PROBLEMS OF MANAGERS PowerPoint presentation | free to download - id: 588eb7-OTNlZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

ETHICAL PROBLEMS OF MANAGERS

Description:

Objective Identify a range of ethical issues that arise involving human resource ... Objective Identify a range of ethical issues that arise involving human ... – PowerPoint PPT presentation

Number of Views:188
Avg rating:3.0/5.0
Slides: 21
Provided by: Linda334
Learn more at: http://management-class.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: ETHICAL PROBLEMS OF MANAGERS


1
ETHICAL PROBLEMS OF MANAGERS
  • referencing
  • Chapter 6
  • Trevino Nelson, Managing Business Ethics. NY
    Wiley, 1999.

2
Objective
  • Identify a range of ethical issues that arise
    involving human resource activities and general
    supervision for which managers are responsible.
  • Examine ways managers can influence direct
    reports

3
Managing the Basics
  • Recruitment, hiring, promotion,
  • Work assignments
  • Terminations (firing, layoffs)
  • Performance appraisal Rewards
  • Discipline

4
Recruitment Hiring
  • Flipping
  • A search for prospective employees through
    questionable electronic means.
  • Uncovers employee E-mail addresses through links
    to corporate Web pages.
  • At its most complex, flipping provides
    unauthorized entry into a company's intranet to
    view proprietary organization charts and
    personnel lists.

Alexander, S. Those flippin' recruiters.
Computerworld.  November 23, 1998
5
Recruiting Hiring
  • Direct Poaching
  • Attempting to lure competitors employees
    through direct assault using questionable
    approaches?
  • Example Recruiter approached a competitors
    entry clerk and said he was looking for an entry
    clerk. Asks if the employee is happy in her job.

6
College Recruitment Practices
Principles for Employment Professionals
National Association of Colleges Employers
  • Employment professionals will maintain equal
    employment opportunity (EEO) compliance and
    follow affirmative action principles
  • supply accurate info on organization and job
    opportunities

7
College Recruiters will
  • refrain from any practice that improperly
    influences and affects job acceptances. Such
    practices may include
  • undue time pressure for acceptance of employment
    offers and
  • encouragement of revocation of another employment
    offer.
  • strive to communicate decisions to candidates
    within the agreed-upon time frame.
  • If conditions change and require the employing
    organization revoke its commitment, the
    employing organization will pursue a course of
    action for the affected candidate that is fair
    and equitable.

8
College Recruiters will . . .
  • not seek to extract special treatment as a result
    of support, to the college or career services
    office in the form of contributed services,
    gifts, or other financial support.
  • maintain confidentiality of student information
  • avoid disclosure of student information to
    another organization without the prior written
    consent
  • advise students in a timely fashion of the type
    and purpose of any test required as part of the
    recruitment process and to whom the test results
    will be disclosed.
  • All tests will be reviewed by the employing
    organization for disparate impact and
    job-relatedness.

9
Negligent Hiring Retention
  • Respondeat Superior employer can be held
    liable for wrongful acts of employees who were
    acting within the scope of employment.
  • Negligent Hiring holds you responsible to third
    parties injured by employees when you fail to
    carefully select competent and safe employees.
    Employee does not have to be acting on your
    behalf when the wrongful act is committed .
  • Negligent Retention if employer learns of an
    employee's unfitness after (s)he is hired and
    fails to take any corrective action.

Employers, beware of negligent hiring and
retention. West Virginia Employment Law Letter in
HR Hero.com (2000).
10
Avoid Liability Related to Hiring Retention
  • Require job application from employee and
    follow-up on gaps in employment history.
  • Ask for references not related to the candidate.
    Candidate should be required to sign a release as
    part of the application, giving you permission to
    contact references and former employers
  • Specifically inquire about the candidate's
    honesty and reliability traits that would make
    him or her unfit as an employee
  • Ask the applicant about prior convictions (not
    arrest record!)
  • Conduct personal interview
  • Once Hired, monitor employees fitness.
  • Any allegation of misconduct by an employee
    should be thoroughly investigated, documented,
    and taking immediate corrective action .

11
References
A Neutral Reference Policy restricts the free
flow of information that is critical to an
employer's ability to make well-informed,
responsible hiring decisions.
  • Not giving a complete reference is . . . unfair
    to both the former employee and prospective
    employer.
  • The good employee is punished because of her
    former employer's reluctance to provide a
    detailed reference.
  • So is the next employer of a poor performer,
    which inherits an ineffective, unqualified
    worker.

To Give or Not to Give (References) EANJ
Newsletter Fall 2000
12
Unfair Labor Practice
references from ex-employers by state
  • "Blacklist" the names of any person spoken,
    written, printed or implied transmitted between
    two or more employers of labor, or their bosses,
    foremen, superintendents, managers, officers or
    other agents, whereby the laborer is prevented or
    prohibited from engaging in a useful occupation.
  • Exemptions it shall not be unlawful nor a
    violation of the prohibitions against
    blacklisting in certain industries
  • health care facility
  • child care facility
  • health, nutritional or personal care in home
  • bank or savings and loan
  • credit, travel card company
  • industrial bank, trust company
  • credit union or lending institution

13
Rights vary by State
  • Disclosure of Disciplinary Actions
  • An employer or former employer shall not
    divulge a disciplinary report, letter of
    reprimand, or other disciplinary action to a
    third party who is not a part of the employer's
    organization, or who is not a part of a labor
    organization representing the employee without
    prior written notice
  • Explanation of Termination employees are
    entitled to receive a letter from employer
    stating services rendered, duration of employment
    and reason for termination.

Check out Employers Association of New Jersey
14
Employee Recruitment Ethics
  • Shall I tell all? The Mentor's Second Stash o'
    Stumpers
  • What do my references say about you? Is it
    ethical to use a service to check up on yourself?

15
Performance Evaluation
  • Formal
  • Written Assessment
  • Typically influences salary adjustments
  • Becomes permanent part of employee record.
  • Meet with employee at least once a year to agree
    on objectives how to measure success.
  • Informal
  • Ongoing, continuous feedback.
  • Typically verbal.
  • About once a month
  • Discuss how employee is meeting objectives.

16
Achieving Effective Performance Appraisals
  • Case of the Tractor Drivers
  • Determining who conducts appraisal
  • 2) Deciding on a rating philosophy
  • 3) Overcoming rating deficiencies
  • 4) Creating a rating instrument
  • 5) Delivering useful information to employees

17
Discipline
  • All employees in an organization must receive
    consistent discipline for similar infractions.
  • Must be constructive and professional.
  • Discipline in private kept confidential.
  • Employees should have input a chance to tell
    their side of the story.
  • Discipline should be appropriately harsh
    consistent with that received by others in
    comparable circumstances.

18
Termination
  • For Cause individual committed offense that can
    result in instant firing. (theft, assault,
    cheating on expense reports, forgery, fraud,
    gross insubordination, lying about a business
    matter)
  • Poor Performance
  • Layoffs - cyclical, routine
  • Downsizing - business downturn strategic
    reorganization

19
Ethics Termination
  • Do homework before meeting employee. Be
    sensitive to personal circumstances when
    feasible.
  • Do it face to face no memos, email, phone.
  • Do it quickly, directly, objectively to the
    point. Dont get personal.
  • Meet on neutral ground minimize confrontations
    involve security if volatile.
  • Explain why termination is necessary, timing
    whether there is severance package.
  • Have outplacement counseling where applicable.
  • Keep information about termination private
    confidential in matters other than layoffs.

20
Managing Up Across (What goes around, comes
around)
  • 360 Feedback
  • Role Models
  • Standards go Both Ways
  • Negotiating Rules for Working Relationships
About PowerShow.com