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Welcome	
  to
What	
  Shapes	
  Ethical	
  Behavior	
  
at	
  Work
Dyah Pramanik,	
  MM
LABOR	
  RELATIONS
What	
  Shapes	
  Ethical	
  Behavior	
  
at	
  Work
Dyah Pramanik,	
  MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall
8–2
PPT 8_2_b
LABOR RELATIONS:
What Shapes Ethical Behavior at Work
8–3
LEARNING OUTCOMES
1. Discuss important factors that shape
ethical behavior at work
14–4
What Determines Ethical Behavior at Work?
Individual
Factors
Organizational
FactorsEthical Work
Behaviors
Ethical Policies
and Codes
The Boss’s
Influence
Organizational
Culture
FIGURE 14–4
How Do My
Ethics Rate?
14–6
FIGURE 14–5 Using the Company Web site to Emphasize Ethics
14–7
What Is
Organizational
Culture?
Organizational Culture
• The characteristic values, traditions, and
behaviors a firm’s employees share
How Managers Can Support an Ethical Culture
• Clarifying expectations with respect to critical values
• “Walking the talk” in having their actions align with values
• Providing physical support through the use of ethical
managerial values
14–8
Telling staffers to do whatever is
necessary to achieve results
Overloading top performers to
ensure that the work gets done
Looking the other way when
wrongdoing occurs
Taking credit for others’ work or shifting
blame
Leading
Employees
Astray
The Boss’s Influence on Ethical Behavior
TABLE 14–2 Principal Causes of Ethical Compromises
Senior
Mgmt.
Middle
Mgmt.
Front-Line
Supv.
Prof. Non-
Mgmt.
Admin.
Salaried Hourly
Meeting schedule pressure 1 1 1 1 1 1
Meeting overly aggressive financial
or business objectives
3 2 2 2 2 2
Helping the company survive 2 3 4 4 3 4
Advancing the career interests of
my boss
5 4 3 3 4 5
Feeling peer pressure 7 7 5 6 5 3
Resisting competitive threats 4 5 6 5 6 7
Saving jobs 9 6 7 7 7 6
Advancing my own career
or financial interests
8 9 9 8 9 8
Other 6 8 8 9 8 9
Note: 1 is high, 9 is low.
14–10
Fostering Ethical Work Behaviors
Provide manager
and employee
ethics training
Adopt a strong
ethics code
Establish
whistleblower
policies
What
Employers
Can Do
8–11
K E Y T E R M S
§ ethics
§ distributive justice
§ procedural justice
§ organizational culture
§ ethics code
§ nonpunitive discipline
§ Electronic Communications Privacy Act (ECPA)
§ dismissal
§ termination at will
§ wrongful discharge
§ insubordination
§ termination interview
§ outplacement counseling
§ exit interviews
§ bumping/layoff procedures
§ downsizing
--------------------------------------------------------------------------------------
8–12
All  rights  reserved.  No  part  of  this  publication  may  be  reproduced,  
stored  in  a  retrieval  system,  or  transmitted,  in  any  form  or  by  any  
means,  electronic,  mechanical,  photocopying,  recording,  or  
otherwise,  without  the  prior  written  permission  of  the  publisher.  
Printed  in  the  United  States  of  America.
Copyright © 2011 PearsonEducation, Inc.
publishing as Prentice Hall

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Topic8.2b ethics basicsof_ethics-rev

  • 1. Welcome  to What  Shapes  Ethical  Behavior   at  Work Dyah Pramanik,  MM LABOR  RELATIONS What  Shapes  Ethical  Behavior   at  Work Dyah Pramanik,  MM [ ] Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall
  • 2. 8–2 PPT 8_2_b LABOR RELATIONS: What Shapes Ethical Behavior at Work
  • 3. 8–3 LEARNING OUTCOMES 1. Discuss important factors that shape ethical behavior at work
  • 4. 14–4 What Determines Ethical Behavior at Work? Individual Factors Organizational FactorsEthical Work Behaviors Ethical Policies and Codes The Boss’s Influence Organizational Culture
  • 5. FIGURE 14–4 How Do My Ethics Rate?
  • 6. 14–6 FIGURE 14–5 Using the Company Web site to Emphasize Ethics
  • 7. 14–7 What Is Organizational Culture? Organizational Culture • The characteristic values, traditions, and behaviors a firm’s employees share How Managers Can Support an Ethical Culture • Clarifying expectations with respect to critical values • “Walking the talk” in having their actions align with values • Providing physical support through the use of ethical managerial values
  • 8. 14–8 Telling staffers to do whatever is necessary to achieve results Overloading top performers to ensure that the work gets done Looking the other way when wrongdoing occurs Taking credit for others’ work or shifting blame Leading Employees Astray The Boss’s Influence on Ethical Behavior
  • 9. TABLE 14–2 Principal Causes of Ethical Compromises Senior Mgmt. Middle Mgmt. Front-Line Supv. Prof. Non- Mgmt. Admin. Salaried Hourly Meeting schedule pressure 1 1 1 1 1 1 Meeting overly aggressive financial or business objectives 3 2 2 2 2 2 Helping the company survive 2 3 4 4 3 4 Advancing the career interests of my boss 5 4 3 3 4 5 Feeling peer pressure 7 7 5 6 5 3 Resisting competitive threats 4 5 6 5 6 7 Saving jobs 9 6 7 7 7 6 Advancing my own career or financial interests 8 9 9 8 9 8 Other 6 8 8 9 8 9 Note: 1 is high, 9 is low.
  • 10. 14–10 Fostering Ethical Work Behaviors Provide manager and employee ethics training Adopt a strong ethics code Establish whistleblower policies What Employers Can Do
  • 11. 8–11 K E Y T E R M S § ethics § distributive justice § procedural justice § organizational culture § ethics code § nonpunitive discipline § Electronic Communications Privacy Act (ECPA) § dismissal § termination at will § wrongful discharge § insubordination § termination interview § outplacement counseling § exit interviews § bumping/layoff procedures § downsizing --------------------------------------------------------------------------------------
  • 12. 8–12 All  rights  reserved.  No  part  of  this  publication  may  be  reproduced,   stored  in  a  retrieval  system,  or  transmitted,  in  any  form  or  by  any   means,  electronic,  mechanical,  photocopying,  recording,  or   otherwise,  without  the  prior  written  permission  of  the  publisher.   Printed  in  the  United  States  of  America. Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall