You Manage It! 4: Ethics/Social Responsibility Let’s Do It Right
by Robert L. Cardy, David B. Balkin, Luis R. Gómez-Mejía
Managing Human Resources, Eight Edition
- Full-Circle Learning MyLabTM: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS
- Managing Human Resources
- Managing Human Resources
- Brief Contents
- Contents
- Preface
- PART I Introduction
- CHAPTER 1 Meeting Present and Emerging Strategic Human Resource Challenges
- CHALLENGES
- Human Resource Management: The Challenges
- Planning and Implementing Strategic HR Policies
- The Benefits of Strategic HR Planning
- Encouragement of Proactive Rather than Reactive Behavior
- Explicit Communication of Company Goals
- Stimulation of Critical Thinking and Ongoing Examination of Assumptions
- Identification of Gaps between Current Situation and Future Vision
- Encouragement of Line Managers’ Participation
- Identification of HR Constraints and Opportunities
- Creation of Common Bonds
- The Challenges of Strategic HR Planning
- Maintaining a Competitive Advantage
- Reinforcing Overall Business Strategy
- Avoiding Excessive Concentration on Day-to-Day Problems
- Developing HR Strategies Suited to Unique Organizational Features
- Coping with the Environment
- Securing Management Commitment
- Translating the Strategic Plan into Action
- Combining Intended and Emergent Strategies
- Accommodating Change
- Strategic HR Choices
- The Benefits of Strategic HR Planning
- Selecting HR Strategies to Increase Firm Performance
- The HR Department and Managers: An Important Partnership
- Summary and Conclusions
- Key Terms
- Discussion Questions
- References
- CHAPTER 1 Meeting Present and Emerging Strategic Human Resource Challenges
- PART II The Contexts of Human Resource Management
- CHAPTER 2 Managing Work Flows and Conducting Job Analysis
- CHALLENGES
- Work: The Organizational Perspective
- Work: The Group Perspective
- Work: The Individual Perspective
- Designing Jobs and Conducting Job Analysis
- The Flexible Workforce
- Human Resource Information Systems
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 3 Understanding Equal Opportunity and the Legal Environment
- CHALLENGES
- Why Understanding the Legal Environment Is Important
- Challenges to Legal Compliance
- Equal Employment Opportunity Laws
- EEO Enforcement and Compliance
- Other Important Laws
- Avoiding Pitfalls in EEO
- Summary and Conclusions
- Key Terms
- Discussion Questions
- APPENDIX TO CHAPTER 3 Human Resource Legislation Discussed in This Text
- CHAPTER 4 Managing Diversity
- CHALLENGES
- What Is Diversity?
- Challenges in Managing Employee Diversity
- Diversity in Organizations
- Improving the Management of Diversity
- Creating an Inclusive Organizational Culture
- Top-Management Commitment to Valuing Diversity
- Appraising and Rewarding Managers for Good Diversity Practices
- Diversity Training Programs
- Support Groups
- Accommodation of Family Needs
- Senior Mentoring Programs
- Apprenticeships
- Communication Standards
- Diversity Audits
- Management Responsibility and Accountability
- Some Warnings
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 2 Managing Work Flows and Conducting Job Analysis
- PART III Staffing
- CHAPTER 5 Recruiting and Selecting Employees
- CHALLENGES
- Human Resource Supply and Demand
- The Hiring Process
- Challenges in the Hiring Process
- Meeting the Challenge of Effective Staffing
- Selection
- Legal Issues in Staffing
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 6 Managing Employee Separations, Downsizing, and Outplacement
- CHAPTER 5 Recruiting and Selecting Employees
- PART IV Employee Development
- CHAPTER 7 Appraising and Managing Performance
- CHAPTER 8 Training the Workforce
- CHALLENGES
- Key Training Issues
- Training Versus Development
- Challenges in Training
- Managing the Training Process
- A Special Case: Orientation and Socialization
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 9 Developing Careers
- PART V Compensation
- CHAPTER 10 Managing Compensation
- CHALLENGES
- What Is Compensation?
- Designing a Compensation System
- Job Versus Individual Pay
- Compensation Tools
- Job-Based Compensation Plans
- Skill-Based Compensation Plans
- Special Compensation Issues in Small Firms
- The Legal Environment and Pay System Governance
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 11 Rewarding Performance
- CHALLENGES
- Pay for Performance: The Challenges
- Meeting the Challenges of Pay-for-Performance Systems
- Develop a Complementary Relationship Between Extrinsic and Intrinsic Rewards
- Link Pay and Performance Appropriately
- Use Pay for Performance as Part of a Broader HRM System
- Build Employee Trust
- Promote the Belief That Performance Makes a Difference
- Use Multiple Layers of Rewards
- Increase Employee Involvement
- Stress the Importance of Acting Ethically
- Use Motivation and Nonfinancial Incentives
- Types of Pay-for-Performance Plans
- Designing Pay-for-Performance Plans for Executives and Salespeople
- Summary and Conclusions
- Key Terms
- Discussion Questions
- References
- CHAPTER 12 Designing and Administering Benefits
- CHAPTER 10 Managing Compensation
- PART VI Governance
- CHAPTER 13 Developing Employee Relations
- CHALLENGES
- The Roles of the Manager and the Employee Relations Specialist
- Developing Employee Communications
- Encouraging Effective Communications
- Employee Recognition Programs
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 14 Respecting Employee Rights and Managing Discipline
- CHAPTER 15 Working with Organized Labor
- CHALLENGES
- Why Do Employees Join Unions?
- Labor Relations and the Legal Environment
- Labor Relations in the United States
- Labor Relations in Other Countries
- Labor Relations Strategy
- Managing the Labor Relations Process
- The Impact of Unions on Human Resource Management
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 16 Managing Workplace Safety and Health
- CHAPTER 17 International HRM Challenge
- CHALLENGES
- The Stages of International Involvement
- Determining the Mix of Host-Country and Expatriate Employees
- The Challenges of Expatriate Assignments
- Effectively Managing Expatriate Assignments with HRM Policies and Practices
- Developing HRM Policies in a Global Context
- Human Resources Management and Exporting Firms
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 13 Developing Employee Relations
- Appendix
- Concise Dictionary of HR Terminology
- Company, Name, and Product Index
- Subject Index
- Pearson’s MyLab™
You Manage It! 4: Ethics/Social Responsibility Let’s Do It Right
In any business, an employee’s unethical behavior can set a bad example for other workers and be a negative influence on the culture in the business. For example, a worker taking extended breaks or recording hours that weren’t worked can cause inequity and friction with other workers. If unchecked, the unethical behavior can become the norm and prompt others to behave in the same way. Without clear and concrete norms and accountability, employees may be unclear about ethical expectations and may be swayed by the unethical behaviors of some employees. Actions such as inaccurate reporting of time worked and taking of supplies can become crippling costs in organizations.
Of course, you want to hire workers who aren’t likely to engage in these unethical behaviors. Once workers are hired, however, it may not be enough to simply tell them that you expect them to be ethical. The employees may view this expectation as a great concept but may be unclear as to how to operationalize it in their jobs. Just what, for example, does being ethical mean for my job of janitor, secretary, clerk, and so on? Including ethical performance in the appraisal system is a way to make clear to employees that how they reach business goals is equally as important as reaching them in the first place.
Critical Thinking Questions
7-32. Place yourself in the position of a manager. Describe situations when ethical performance appraisal for your employees would be useful.
7-33. Are there disadvantages to a focus on ethics in performance appraisal? Describe.
7-34. How should a manager develop an appraisal system that measures ethical performance? Identify the steps.
Team Exercises
7-35. Reread the Manager’s Notebook, “Make Ethics Part of Appraisal.” As a team, use the dimensions and behavioral examples in the notebook as starting points.
a. Select a business and generate dimensions and behavioral examples for the setting. In addition to developing a measure of ethical performance, what else can be done with the dimensions and behavioral examples generated by your team?
b. Generate an example of the ethical appraisal instrument that your team would recommend for use in the business. Share your example with the rest of the class.
Experiential Exercise: Team
7-36. As a team, consider that employee performance can be divided into the categories of business outcomes and ethics. In other words, consideration can be given to what an employee gets done and how it gets done. Traditional performance appraisal has focused on what employees get done, while the appraisal of ethical performance focuses on how the employees get the work done.
As a team, take the position of either business outcomes or ethics as the primary focus of employee performance. Consider, for instance, what you would do as a small-business manager if a worker typically didn’t hit the numbers (such as didn’t make the expected number of sales), but always goes about doing the job the right way. From the business outcomes perspective, you may have to terminate the worker. However, the ethics position would support keeping the worker.
Choose a team member to present your team’s position to the class. Following the presentation of the opposing position, engage in class discussion and debate. Identify a solution to the opposition or have the class vote on the preferred priority.
Experiential Exercise: Individual
7-37. After completing the team experiential exercise, individually reflect on the class resolution or vote. If business outcomes were considered the priority among your fellow future managers, how does this bode for the importance of ethics in organizations in the future? If ethics was the priority, how realistic do you think this position is in today’s business environment? Summarize your assessment in a reflection paper to hand into your instructor or to share with the class.
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