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Ethics And Functional Areas H R M


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Ethics And Functional Areas H R M

  1. 1. Ethics in Functional Areas HRM
  2. 2. HRM - Recruitment <ul><li>Recruitment of kith and kin without assessing </li></ul><ul><li>their abilities </li></ul><ul><li>Recruitment based on financial favours </li></ul><ul><li>Recruitment of relatives of other employees </li></ul><ul><li>Recruitment of under-qualified persons </li></ul><ul><li>Recruitment of over-qualified persons </li></ul><ul><li>Gender based recruitments </li></ul><ul><li>Employing child behavior </li></ul><ul><li>Giving less than minimum wages as fixed by government. </li></ul>
  3. 3. Training <ul><li>Arranging training for only pet employees </li></ul><ul><li>Getting outsiders to train at high costs when insiders are available </li></ul><ul><li>Planning training programmes without assessing their real need </li></ul><ul><li>Organizing training programmes during peak seasons, upsetting the business rhythm. </li></ul><ul><li>Getting high profile trainers with expectations of a reciprocal favour. </li></ul><ul><li>Training programmes without proper preparation just to show achievements in the annual report. </li></ul><ul><li>Extending the duration of training programmes </li></ul><ul><li>Supplying outmoded training materials </li></ul><ul><li>Getting useless trainers as an obligation </li></ul>
  4. 4. Administration <ul><li>Tampering with leave records of employees </li></ul><ul><li>Playing with employee records – adverse remarks in a few cases </li></ul><ul><li>Allow selective absenteeism on personal considerations </li></ul><ul><li>Giving promotion letters to favourites earlier than others (making him more senior) </li></ul><ul><li>Favourite supplier for office purchases </li></ul><ul><li>Favourite security agency </li></ul><ul><li>Favourite uniform suppliers </li></ul><ul><li>Unclean premises. </li></ul>
  5. 5. IR <ul><li>IR Managers not averse to siding wherever there were monetary benefits. </li></ul><ul><li>Bargaining with the management till they want to be seen as true in the eyes of workers </li></ul><ul><li>IR Managers felt they were a superior lot with great powers and used this to recruit their known ones </li></ul><ul><li>Try to delay the solution as far as possible as their work depended on IR disputes </li></ul><ul><li>Incite workers to go on strike. </li></ul><ul><li>Inducing Management/Workers to indulge in unhealthy practices. </li></ul><ul><li>Pressurise workers and state their genuine demands as not genuine </li></ul><ul><li>Divide and Rule </li></ul><ul><li>Frame stringent and complicated rules to keep the conflicts going. </li></ul>
  6. 6. Thank You