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CHAPTER 9: ETHIC, EMPLOYEE RIGHT, AND FAIR TREATMENT AT WORK Rememberable words: Basic concept - Ethic is not theoretical

- Manager Human Resource-Type decisions are usually replete with ethical consequences. The priciples people use to decide what their conduct should be. Ethic Start with moral awareness. - Include workplace safety, employee record security, employee thief, affirmation action, comparable work, and employee privacy rights + violation of Tiltle VII and the Ocuppational Safety and Health Act

Stealing, muder or how to treat others. Morality Societys accepted standards of behavior


Anyone whos suffer unfair treatment at work

- People at lowest level make their ethical choices solely base on obeying what they are told and on avoiding punishment.

- Most base their judment about what is right on the expectations Bad Apples People who are inclined to make unethical choice. of their colleague and other important people with whom they interact, or on company policies and what the law says. - Older workers make more ethical decisions thand younger one.

- Smaller dilemmas prompt more bad choice Bad Cases Ethical situation that are ripe for unethical choices.

- Company Pressures : Bad Barriels Environment that foster or condone unethical choice Help company survice Felling peer pressure Meeting schedule pressure..etc

- Pressure from boss _ How to recognize: Tell staffers to do whatever is necessary to achieve result Overload top performers to ensure that work gets done. Look the other way when wrongdoing occurs. Take credit for others work of shift blame.

Typically address topics like conflicts of interest, giving and Ethic Audit receiving gifts, employee discrimination, and access to company information Organization Culture The characteristic value, traditions, and behavior a companys employee share A value is a basic belief about what is right or wrong, shoud or shoudnt do Clarifying Expectations Using Signs and Symbols_ Symbolism: what the manager actually do Provide Physical Support

II. HR MANAGEMENTS ROLE IN ETHICS AND FAIR TREATMENT 1. Staffing and Selection Make the screening procedure fair Treat applicant fairly Providing explanation Choose test carefully

2. Training

3. Performance Appraisal The employees standard should be clear Employees should understand ths basis on which they re going to be appraised The supervisor should perform the appraisal objectively and fairly

4. Reward and Discipline Systems

5.Workplace arggerssion and violence

6. Building two-way communication:

Engagement:Involve individuals in the decisions that affect them by asking for ther input and allowing them to refute the merits of one anothers idea and assumtions Explanation: Ensuring that everyone involved and affected should understand why final decisions are made as they are and of the thinking that underlies the decisions Expectation Clarify: Making sure everyone knows by what standards they will be judge and the penalties for failure

III. EMPLOYEE DISCIPLINE AND PRIVACY EMPLOYEE DISCIPLINE The purpose of discipline is to encourage employees to behave sensibly at work ( where sensible means adhering to rules and regulations) Mc ch ca k lut l khuyn khch nhn vin hnh x mt cch hp l ti ni lm vic (mt cch hp l c ngha l tn trng cc quy tc v cc quy nh) 1. Rule Poor performance is not acceptable Alcohol and drugs do not mus with work

2. Penalties The severity of the penalty is usually a function of the offense and the number of times it has occurs

3. Appeals process (khng co)

Guaranteed fair treatment: Employer programs aimed at ensuring that all employees are treated fairly , generally by providing formalized, welldocumented, and highly publicized vehicles through which employees can appeal any eligible issues. PRIVACY Intrusion: locker room and email surveillance Publication of private matters Disclosure of medical records Appropriation of an employees name or likeness for commercial purpose

Urgent: khn cp Legal issue Electronic eavesdropping is legal

1. Termination at will: the idea, based in law, that the employment relationship can be terminated at will by either the employer or the employee for any reason 2. Termination at will exception: Statutory exceptions: Prohibit discharging employees based on race, color, religion, sex or national origin. Common law exceptions: a court may decide that an employee handbook promising termination only for just cause may creat an exception to the at-will rule Public policy exceptions

3. Ground for Dismissal Unsatisfactory performance: absenteeism( vng ko c l do chnh ng), tardiness (Lm vic tr ni), adverse attitute toward the complany. Misconduct: deliberate ( c ch ) and wilful( c ) violation of organizations rule

Lack of qualifications for the job Changed requirements

Just cause? Wrongful discharge: an employee dismissal that does not comply with the law or does not comply with the contractual arrangements stated or implied be the firm via its employment application forms, employee manual, or other promises Severance pay: tin ct hp ng Layoff ( tm ngh vic )a situation in which employees are told ther is no work for them but that management intends to recall them when work is again available