This is presentation slides on topic of Ethics, Justice and Fair treatment in the workplace. Also includes Ethics laws, and what shapes ethical behaviour in the workplace and how manager can bring improvement in ethical behaviour at the workplace. Also grounds of dismissals.

1. Ethics
Justice
Fair Treatment
and

2. • Hamid Ali
Group
Members
• Tambir
Azrab
• Zain ul Abidin
• Rehan Ali
• M. Sohaib
• M. Aqib Riaz

3. The principles of conduct
governing an individual or a
group.
Specifically, the standards
you use to decide what
your conduct should be.
Ethics and Fair Treatment at
Work

4. Ethical behavior depends on the
person’s frame of reference.
Ethics and Fair Treatment at
Work

5. Judging something as good
or bad, right or wrong,
better or worse.
Factors Affecting Ethical
Decisions
Normative Judgments

6. Society’s accepted
standards for behaviors
that have serious
consequences to its well-
being.
Factors Affecting Ethical
Decisions
Moral standards

7. An behavior may
be legal but
unethical.
Factors Affecting Ethical
DecisionsEthics Law
An behavior may
be illegal but
ethical.

8. An behavior may be
both legal and ethical.
An behavior may be
both illegal and
unethical.
Factors Affecting Ethical
DecisionsEthics Law

9. Individual
Factors
What Shapes Ethical Behavior at Work?
Organizational
Factors
The Boss’s
Influence

10. Ethics Policies
and Codes
What Shapes Ethical Behavior at Work?

11. Employees and
Ethical Dilemmas
• Is the action
legal?
Questions employees should ask
when faced with ethical dilemmas
• Who will be affected?
• Does it fit the company’s values?
• Is it right?

12. Employees and
Ethical Dilemmas• How will it “feel”
afterwards?
• How will it look in the
newspaper?
• Will it reflect poorly
on the company?

13. Organization Culture
The characteristic values,
traditions, and behaviors a
company’s employees share.

14. How is Culture is
Revealed? Ceremonial events
Written rules
and spoken
commands.
Office layout

15. How is Culture is
Revealed? Organizational
Structure
Dress codes

16. The Manager’s Role in
Creating Culture
Clarify expectations for values to be followed
- Publish a corporate ethics code

17. Use signs and symbols
to signal the
importance of values.
The Manager’s Role in
Creating Culture

18. Provide physical (the firm’s rewards) support
for values.
- Incentive plan, appraisal system,
disciplinary procedures
The Manager’s Role in
Creating Culture

19. Use stories to illustrate values.
 Stories can illustrate important company
values.
The Manager’s Role in
Creating Culture

20. Organize rites and ceremonies reinforcing
values.
 Graduating from a management
development course, etc.
The Manager’s Role in
Creating Culture

21. HR’s Role in
Fostering Ethics and
Fair TreatmentWhy treat Employees
fairly?• “They’re not
employees, they’re
people” - Peter Drucker
• Avoidance of
employee litigation.
• Enhanced
employee
commitment.

22. • Enhanced satisfaction with the
organization, with jobs, and with
leaders.
• Increased organizational
citizenship behaviors.
Why treat Employees
fairly?

23. Building Two-Way
CommunicationsEngagem
entInvolving individuals in the decisions that affect them
by asking for their input and allowing them to refute
the merits of others’ ideas and assumptions.

24. Building Two-Way
CommunicationsExplanati
onEnsuring that everyone involved and affected
understands why final decisions are made and the
thinking that underlies the decisions.

25. Building Two-Way
CommunicationsExpectation
Clarity
Making sure everyone knows up front by
what standards they will be judged and
the penalties for failure.

26. Employee Discipline
Basis for a Fair and Just Discipline
ProcessClear rules and regulations
 Define workplace issues
 Inform employees

27. Employee Discipline
A system of progressive penalties
The range and severity of the penalty
is a function of the offense and
number of occurrences.
Basis for a Fair and Just Discipline
Process

28. Employee Discipline
An appeals process
The right of the employee to grieve
the decision helps to ensure that
supervisors mete out discipline fairly
and equitably.
Basis for a Fair and Just Discipline
Process

29. Discipline without
PunishmentIssue an oral reminder.
Should another incident arise within six weeks,
issue a formal written reminder, a copy of which
is placed in the employee’s personnel file.

30. Discipline without
PunishmentGive a paid, one-day
“decision-making leave.”
If no further incidents occur in the next year, the
one-day paid suspension is purged from the
person’s file.

31. Discipline without
PunishmentIf the behavior is repeated, the next step is dismissal.

32. Managing
DismissalsInvoluntary termination
of an employee’s
employment with the
firm.
Dismiss
al
Terminate-at-will rule
Without a contract, the employee can
resign for any reason, at will, and the
employer can similarly dismiss the
employee for any reason (or no
reason), at will.

33. Grounds for
DismissalUnsatisfactory
PerformancePersistent failure to perform
assigned duties or to meet
prescribed standards on the job.

34. Grounds for
DismissalMisconduct in the Workplace
Deliberate and willful violation of the
employer’s rules: stealing, rowdy behavior,
and insubordination.

35. Grounds for
DismissalLack of Qualifications for the
JobAn employee’s inability to do the assigned
work although he or she is diligent.

36. Grounds for
DismissalChanged Requirements
or Elimination of the Job.
An employee’s inability to do the work
assigned, after the nature of the job has
changed.

37. Any questions?
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