Human Resource Management 11e gary dessler chapter 14

1. © 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc.
All rights reserved.All rights reserved.
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
The University of West AlabamaThe University of West Alabama
1
Human ResourceHuman Resource
ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
Ethics, Justice, and Fair TreatmentEthics, Justice, and Fair Treatment
in HR Managementin HR Management
ChapterChapter
1414
Part 5 | Employee RelationsPart 5 | Employee Relations

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After studying this chapter, you should be able to:
1.1. Explain what is meant by ethical behavior at work.Explain what is meant by ethical behavior at work.
2.2. Discuss important factors that shape ethical behaviorDiscuss important factors that shape ethical behavior
at work.at work.
3.3. Describe at least four specific ways in which HRDescribe at least four specific ways in which HR
management can influence ethical behavior at work.management can influence ethical behavior at work.
4.4. Employ fair disciplinary practices.Employ fair disciplinary practices.
5.5. List at least four important factors in managingList at least four important factors in managing
dismissals effectively.dismissals effectively.

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Ethics and Fair Treatment at WorkEthics and Fair Treatment at Work
• The Meaning of EthicsThe Meaning of Ethics
 The principles of conduct governingThe principles of conduct governing
an individual or a group.an individual or a group.
 The standards you use to decideThe standards you use to decide
what your conduct should be.what your conduct should be.
 Ethical behavior depends on aEthical behavior depends on a
person’s frame of reference.person’s frame of reference.
• Ethical DecisionsEthical Decisions
 Normative judgmentsNormative judgments
 MoralityMorality

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What Is Organizational Culture?What Is Organizational Culture?
• Organizational cultureOrganizational culture
 The characteristic values, traditions, and behaviors aThe characteristic values, traditions, and behaviors a
company’s employees share.company’s employees share.
• How is culture is revealed?How is culture is revealed?
 Ceremonial eventsCeremonial events
 Written rules and spoken commandsWritten rules and spoken commands
 Office layoutOffice layout
 Organizational structureOrganizational structure
 Dress codesDress codes
 Cultural symbols and behaviorsCultural symbols and behaviors
 FigureheadsFigureheads

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HRM-Related Ethics ActivitiesHRM-Related Ethics Activities
• SelectionSelection
 Fostering the perception of fairness in the processesFostering the perception of fairness in the processes
of recruitment and hiring of people.of recruitment and hiring of people.
 Formal proceduresFormal procedures
 Interpersonal treatmentInterpersonal treatment
 Providing explanationsProviding explanations
 Selection toolsSelection tools
 Two-way communicationTwo-way communication
• TrainingTraining
 How to recognize ethical dilemmas.How to recognize ethical dilemmas.
 How to use ethical frameworks to resolve problems.How to use ethical frameworks to resolve problems.
 How to use HR functions in ethical ways.How to use HR functions in ethical ways.

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HRM-Related Ethics Activities (cont’d)HRM-Related Ethics Activities (cont’d)
• Performance AppraisalPerformance Appraisal
 Appraisals that make it clear that the companyAppraisals that make it clear that the company
adheres to high ethical standards by measuring andadheres to high ethical standards by measuring and
rewarding employees who follow those standards.rewarding employees who follow those standards.
• Reward and Disciplinary SystemsReward and Disciplinary Systems
 The organization swiftly and harshly punishesThe organization swiftly and harshly punishes
unethical conduct.unethical conduct.
• Workplace Aggression and ViolenceWorkplace Aggression and Violence
 Taking care that HR actions do not fosterTaking care that HR actions do not foster
perceptions of inequities that translate intoperceptions of inequities that translate into
dysfunctional behaviors by employees.dysfunctional behaviors by employees.

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Discipline Without PunishmentDiscipline Without Punishment
(Nonpunitive Discipline)(Nonpunitive Discipline)
1.1. Issue an oral reminder.Issue an oral reminder.
2.2. Should another incident arise within six weeks, issue aShould another incident arise within six weeks, issue a
formal written reminder, a copy of which is placed informal written reminder, a copy of which is placed in
the employee’s personnel file.the employee’s personnel file.
3.3. Give a paid, one-day “decision-making leave.”Give a paid, one-day “decision-making leave.”
4.4. If no further incidents occur in the next year, thenIf no further incidents occur in the next year, then
purge the one-day paid suspension from the person’spurge the one-day paid suspension from the person’s
file. If the behavior is repeated, the next step isfile. If the behavior is repeated, the next step is
dismissal.dismissal.

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Employee PrivacyEmployee Privacy
• Employee privacy violations upheld by courts:Employee privacy violations upheld by courts:
 IntrusionIntrusion
 Publication of private mattersPublication of private matters
 Disclosure of medical recordsDisclosure of medical records
 Appropriation of an employee’s name or likenessAppropriation of an employee’s name or likeness
• Actions triggering privacy violations:Actions triggering privacy violations:
 Background checksBackground checks
 Monitoring off-duty conduct and lifestyleMonitoring off-duty conduct and lifestyle
 Drug testingDrug testing
 Workplace searchesWorkplace searches
 Monitoring of workplaceMonitoring of workplace

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Managing DismissalsManaging Dismissals
• DismissalDismissal
 Involuntary termination of an employee’sInvoluntary termination of an employee’s
employment with the firm.employment with the firm.
• Terminate-at-Will RuleTerminate-at-Will Rule
 Without a contract, the employee can resign for anyWithout a contract, the employee can resign for any
reason, at will, and the employer can similarlyreason, at will, and the employer can similarly
dismiss the employee for any reason (or no reason),dismiss the employee for any reason (or no reason),
at will.at will.

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Avoiding Wrongful Discharge SuitsAvoiding Wrongful Discharge Suits
• Bases for Wrongful Discharge SuitsBases for Wrongful Discharge Suits
 Discharge does not comply with the law.Discharge does not comply with the law.
 Discharge does not comply with the contractualDischarge does not comply with the contractual
arrangement stated or implied by the firm via itsarrangement stated or implied by the firm via its
employment application forms, employee manuals,employment application forms, employee manuals,
or other promises.or other promises.
• Avoiding Wrongful Discharge SuitsAvoiding Wrongful Discharge Suits
 Set up employment policies and dispute resolutionSet up employment policies and dispute resolution
procedures that make employees feel treated fairly.procedures that make employees feel treated fairly.
 Do the preparatory work that helps to avoid suchDo the preparatory work that helps to avoid such
suits.suits.

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Termination AssistanceTermination Assistance
• Outplacement CounselingOutplacement Counseling
 A systematic process by which a terminatedA systematic process by which a terminated
employee is trained and counseled in the techniquesemployee is trained and counseled in the techniques
of conducting a self-appraisal and securing a newof conducting a self-appraisal and securing a new
job appropriate to his or her needs and talents.job appropriate to his or her needs and talents.
 Does not imply that the employer takesDoes not imply that the employer takes
responsibility for placing the person in a new job.responsibility for placing the person in a new job.
 Is part of the terminated employee’s support orIs part of the terminated employee’s support or
severance package and is often done byseverance package and is often done by
specialized outside firms.specialized outside firms.

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Interviewing Departing EmployeesInterviewing Departing Employees
• Exit InterviewExit Interview
 Its aim is to elicit information about the job or relatedIts aim is to elicit information about the job or related
matters that might give the employer a better insightmatters that might give the employer a better insight
into what is right—or wrong—about the company.into what is right—or wrong—about the company.
 The assumption is that because the employee isThe assumption is that because the employee is
leaving, he or she will be candid.leaving, he or she will be candid.
 The quality of information gained from exitThe quality of information gained from exit
interviews is questionable.interviews is questionable.

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The Plant Closing LawThe Plant Closing Law
• Worker Adjustment and Retraining NotificationWorker Adjustment and Retraining Notification
Act (1989)Act (1989)
 Requires employers of 100 or more employees toRequires employers of 100 or more employees to
give 60 days notice before closing a facility orgive 60 days notice before closing a facility or
starting a layoff of 50 people or more.starting a layoff of 50 people or more.
 The law does not prevent the employer from closingThe law does not prevent the employer from closing
down, nor does it require saving jobs.down, nor does it require saving jobs.
 The law is intended to give employees time to seekThe law is intended to give employees time to seek
other work or retraining by giving them advanceother work or retraining by giving them advance
notice of the shutdown.notice of the shutdown.

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K E Y T E R M S
ethicsethics
ethics codeethics code
distributive justicedistributive justice
procedural justiceprocedural justice
interactional (interpersonal)interactional (interpersonal)
justicejustice
organizational cultureorganizational culture
nonpunitive disciplinenonpunitive discipline
Electronic CommunicationsElectronic Communications
Privacy Act (ECPA)Privacy Act (ECPA)
dismissaldismissal
wrongful dischargewrongful discharge
unsatisfactory performanceunsatisfactory performance
misconductmisconduct
insubordinationinsubordination
termination interviewtermination interview
outplacement counselingoutplacement counseling
exit interviewsexit interviews
bumping/layoff proceduresbumping/layoff procedures
downsizingdownsizing