hrm_ethics and fair treatment_final.pptx
TRANSCRIPT
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Principles of HRM
Business Ethics
Aradhna Malik (PhD)
Assistant Professor
VGSoM, ! "hara#pur
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Sources
$hrist%, R& ' $hrist%, G& (*)& Ethics ' hu+anresource +ana#e+ent& n S& Gil+ore ' S&
illia+s (Eds&)& Human resource management
(Indian Edition)& -e. Delhi/ 01ford 2ni3ersit%
Press, 45645&
$rane, A& ' Matten, D& (78)& Business ethics
(3rd Ed.) (South Asia Edition)& -e. Delhi/
01ford 2ni3ersit% Press&Go+e96Me:ia, ;& R&, Balkin, D& B& ' $ard%, R& ;&
(7)& Managing human resources (7 th Ed.)&
-e. Delhi/ PH ;td&
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Business ethics ' the la. ($rane ' Matten, 78)
■
+ini+u+ accepta=le standards of =eha3ior&>
■ Business ethics is pri+aril% concerned .iththose issues not co3ered =% the la., or .here
there is no definite consensus on .hether
so+ethin# is ri#ht or .ron#& Be#ins .here thela. ends&
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Definin# +oralit%, ethics and ethical
theor% ($rane ' Matten, 78)■ Moralit% is concerned .ith the nor+s, 3alues,
and =eliefs e+=edded in social processes
.hich define ri#ht and .ron# for an indi3idualor a co++unit%&
■ Ethics is concerned .ith the stud% of +oralit%
and the application of reason to elucidatespecific rules and principles that deter+ine ri#ht
and .ron# for a #i3en situation&
■
!hese rules are called ethical theories&
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Relationship =et.een +oralit%,
ethics ' ethical theor% ($rane ' Matten, 78)
Moralit%
Ethics
rationali9es
Moralit%?
Ethics
?to
produce
ethical
theor%? Ethical
theor%
?that can
=e applied to
an% situationPotential
solutions
to ethical
pro=le+s
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h% is =usiness ethics i+portant($rane ' Matten, 7)
■ !he po.er and influence of =usiness in societ% is #reaterthan e3er =efore
■ Business has the potential to pro3ide a +a:or contri=ution toour societies in ter+s of producin# the products and ser3ices
that .e .ant, pro3idin# e+plo%+ent, pa%in# ta1es, andactin# as an en#ine for econo+ic de3elop+ent, etc&■ Business +alpractices ha3e the potential to inflict enor+ous
har+ on indi3iduals, co++unities and the en3iron+ent■ !he de+ands =ein# placed on =usiness to =e ethical =% its
3arious stakeholders are constantl% =eco+in# +ore co+ple1and challen#in#&■ @e. =usinesspeople ha3e recei3ed for+al =usiness ethics
education or trainin#■ Ethical 3iolations continue to occur in =usiness, across
countries and sectors&
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Differences in =usiness ethics across
or#ani9ational t%pes ($rane ' Matten,7)Lar geCorporati on
s
S mallBusin
esses
CivilSoci etyOrganizat ions
PublicSec torOrg aniz
ations
Mai n pri
orit iesinad dressi
ngeth
Financ ialintegrit y,em ployee /custome
m pl oy eeissues
!eliv ery o"missi on toclient s#integr ity o"tactic s#legiti macy$
%uleo"la&,corr upti on,con" lictso"inter est# proc edur
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Glo=ali9ation ' =usiness ethics($rane ' Matten, 7)
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Ethical i+pacts of #lo=ali9ation on different
stakeholder #roups ($rane ' Matten, 7)St
a* ehol ders
thical impacts o"
globalization
Shar e( holders
+lobalization provides potential "or greater pro"itability, but alsogreater ris*s- Lac* o"regulation o" global"inancial mar*ets,leading to additional"inancial ris*s $instability-
m pl oy ees
Corporations outsource production todeveloping countries inorder to reduce costs inglobal mar*etplace .this provides obs, butalso raises the potential
"or eploitation o"employees through poor
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$orporations ' =usiness ethics($rane ' Matten,7)
■ "e% features of a corporation/◻ $orporations are t%picall% re#arded as artificial persons
in the e%es of the la.◻ $orporations are nationall% o.ned =% shareholders
◻ Mana#ers ' directors ha3e a fiduciar% responsi=ilit% toprotect the in3est+ent of shareholders
■ !he de=ates/◻ ◻ ◻
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!he role of ethical theor% ($rane ' Matten, 7)
■ Ethical a=solutis+/◻ !here are eternal, uni3ersall% applica=le +oral principles◻ Ri#ht and .ron# are o=:ecti3e Cualities that can =e rationall%
deter+ined■ Ethical relati3is+/
◻ Moralit% is conte1t dependent and su=:ecti3e◻ !here are no uni3ersal ri#ht and .ron#s that can =e rationall%
deter+ined it si+pl% depends upon the person +akin# thedecision and the culture in .hich the% are located
■ Pluralis+◻ Accepts different +oral con3ictions and =ack#rounds .hile at
the sa+e ti+e su##estin# that a consensus on =asicprinciples and rules in a certain conte1t can, and should, =ereached
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-or+ati3e ethical theories ($rane ' Matten, 7)
■ !he de=ates/◻ ndi3idual 3ersus institutional +oralit%◻ uestionin# 3ersus acceptin# capitalis+◻ Fustif%in# 3ersus appl%in# +oral nor+s
■ estern +odernist theories/ start .ith anassu+ption a=out the nature of the .orld, and+ore specific assu+ptions a=out the nature ofhu+an =ein#s& -or+all% pro3ide us .ith a fairl%uneCui3ocal solution to ethical pro=le+s&◻ -on conseCuentialist◻ $onseCuentialist/ Moral :ud#+ent is =ased on the
outco+es, ai+s of #oals of a certain action& Also
referred to as teleolo#ical theories
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Ma:or nor+ati3e theories in =usiness ethics($rane ' Matten, 7)
goism
5til itar iani sm
thi cso"duti es
%ig htsand6ustice
Co
ntr ibut or s
'da
mSmit h
6er
emyBentham,6ohnStu
artMill
)mm
anu el7ant
6oh
nLoc *e,6ohn%a& ls
Focu s
)ndiv idualdesir es orinter
ests
Coll ecti ve&el" are
!uti es
%ig hts
Mai 'ct/ Cate %es
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$onseCuentialist theories ($rane ' Matten, 7)■ E#ois+/
◻
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E1a+ple of a utilitarian anal%sis in the case of
child la=or ($rane ' Matten, 7) 'ction :;!oing thedeal
'ction
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Principles of HRM
Ethical aspects of HRM acti3ities
Aradhna Malik (PhD)
Assistant Professor
VGSoM, ! "hara#pur
-
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Sources$hrist%, R& ' $hrist%, G& (*)& Ethics ' hu+an
resource +ana#e+ent& n S& Gil+ore ' S&
illia+s (Eds&)& Human resource management
(Indian Edition)& -e. Delhi/ 01ford 2ni3ersit%
Press, 45645&
$rane, A& ' Matten, D& (78)& Business ethics
(3rd Ed.) (South Asia Edition)& -e. Delhi/
01ford 2ni3ersit% Press&Go+e96Me:ia, ;& R&, Balkin, D& B& ' $ard%, R& ;&
(7)& Managing human resources (7 th Ed.)&
-e. Delhi/ PH ;td&
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Ethical aspects of HRM acti3ities($hrist% ' $hrist%, *)
■ histle=lo.in# /
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Ethical aspects of HRM ($ontd&)($hrist% ' $hrist%, *)
■ E+plo%ee re.ards/ @air and o=:ecti3e s%ste+s
■ @airness ' @at6cat pa%/ ssues re#ardin# the
e1or=itant salaries paid to senior officialsIconsultants in li#ht of the =enefit their
contri=utions ha3e =rou#ht to the or#ani9ation
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Ethical aspects of HRM ($ontd&)($hrist% ' $hrist%, *)
■ +plications of fairness in re.ard/◻ !ransparenc%◻ $o+prehensi=ilit% 3s& co+ple1it%◻ ECualit% of opportunit%/ @airness and Fustice/ Fohn Ra.ls◻
ECual opportunit%/ Shareholder 3alue perspecti3e/
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$onflictin# strate#ies for fair e+plo%+ent(Go+e96Me:ia, Balkin ' $ard%, 7)
■ @air e+plo%+ent 3s& Affir+ati3e action◻ @air e+plo%+ent/
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Discri+ination (Go+e96Me:ia, Balkin ' $ard%, 7)
■ Meanin#/
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Differences =et.een disparate treat+ent '
ad3erse i+pact (Go+e96Me:ia, Balkin ' $ard%, 7)
!isparate
8reatment
'dverse)mpact
!irectdiscrimi nation
)ndirectdiscrimination
5ne9ual
treatment
5ne9ual
conse9u ences orresults
!ecisio
n rules&ith a
!ecision
rules&ith
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Mana#in# discri+ination char#es(Go+e96Me:ia, Balkin ' $ard%, 7)
■ De+onstrate :o= relatedness as the reason for therespecti3e decision
■ Bona fide occupational Cualification/
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Reasona=le acco++odation for differentl%
a=led e+plo%ees (Go+e96Me:ia, Balkin ' $ard%, 7)■ ■ or unless the or#ani9ation is ph%sicall% or
financiall% una=le to pro3ide reasona=leacco++odation e& eCuip+ent for paraple#ice+plo%ees in ndia
■
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Affir+ati3e action plans(Go+e96Me:ia, Balkin ' $ard%, 7)
Steps/■ 2tili9ation anal%sis/
◻
◻
K factor a3aila=ilit% anal%sis deter+ines the percenta#e of
protected class +e+=ers for/
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Steps in +akin# affir+ati3e action
plans continued (Go+e96Me:ia, Balkin ' $ard%, 7)■ Goals and ti+eta=les/ Should take into
account/
◻ Si9e of underutili9ation◻ Ho. fast the .orkforce turns o3er
◻ hether the .orkforce is #ro.in# or contractin#
◻ !%pes of actions e+plo%er intends to take
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Steps in +akin# affir+ati3e action
plans continued (Go+e96Me:ia, Balkin ' $ard%, 7)■ Action plans/
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A3oidin# pitfalls in eCual e+plo%+ent
opportunit% (Go+e96Me:ia, Balkin ' $ard%, 7)■ Pro3ide trainin#
■ Esta=lish a co+plaint resolution process
■ Docu+ent decisions
■ Be honest
■ Ask onl% for infor+ation %ou need to kno.
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Thank You