Hiring Ethical People(2)

8/6/2019 Hiring Ethical People(2)

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Hiring Ethical PeopleHiring Ethical PeopleLecture 7


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y Sometimes, after dismissing an employeefor an ethical breach, a manager mightwonder: How did that person get throughthe hiring process?

y Hiring just one employee with anunethical value system someone whosesense of morality and fairness does not

match that of a high-integrity work culturecan corrupt an organization.


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T he FiveT he Five--Step Ethics Job ScreenStep Ethics Job Screen

ProcessProcessy Step 1: Legal Ground RulesGather and use information in a

way that does not discriminateagainst job candidates based ontheir race, color, religion, gender,

national origin, age, or disability.


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Step 2: Behavioral InformationStep 2: Behavioral Informationy Behavioral information about a job

candidates ethics is more reliable thanattitudinal survey results or responses to

hypothetical dilemmas.y Four recruiting tools can provide usefulbehavioral information about a jobcandidates ethics:

resumes,reference checks,Background checks,and integrity tests.


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ResumesResumesy T he best predictor of future performance is past

performance. A job candidates previousaccomplishments are encapsulated on a resumeor job application.

y Typically, resumes contain valuable informationabout previous work experience and educationalattainment, as well as awards received foroutstanding performance and community serviceactivities.

y Some job candidates stretch the truth, or lie

outright, to look good on paper. False informationor inconsistencies on resumes are indicative of apersons lack of ethics and trustworthiness.


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y If false information is detected, notify the jobcandidate and ask for an explanation of thediscrepancy.

y Correct and forgive innocent mistakes ormisunderstandings. More serious infractionsserve as a warning about the candidateswillingness to circumvent the truth to gain acompetitive advantage.

y Choose an equally qualified job candidateinstead. If none are available, then carefullymonitor the new hire until trust has beenearned.


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y For management positions, request thenames of previous subordinates asreferences.

y An excellent manager would welcome theopportunity to do so. Ask the previoussubordinate whether he or she wouldwant to work for this manager again. If itis not possible to contact the subordinate,ask the candidate how a previous

subordinate would classify the applicantsstrengths and weaknesses.


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Background ChecksBackground Checksy Conduct background checks to verify a job candidates educationalaccomplishments and prior work responsibilities, the two resume areasmost prone to lies and exaggerations.


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y Educational accomplishments are a common resumeproblem. A background check could reveal that aworkshop attended at a local college or university hasbeen inflated to the status of coursework takentoward an advanced degree.

y A background check can also reveal whether thelisted higher education institution is legitimate or anunaccredited diploma mill that provides credentials topeople without taking courses.

y Other types of background checks include creditchecks, criminal records, motor vehicle reports.


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Integrity TestsIntegrity Testsy Integrity tests, also referred to as honesty

tests, typically gather information aboutthe job candidates behaviors andattitudes toward unethical workplaceactivities, such as theft.


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y Integrity tests may take any of the followingfour approaches:

1. Direct admission of performing an illegal orquestionable activity:' I stole money from myprevious employer.

2. Opinions regarding illegal or questionablebehavior: It is okay for people to steal fromemployers.

3. Personality traits related to dishonesty: Iconstantly think about stealing from myemployer.

4. Reaction to a hypothetical situationfeaturing dishonest behavior: If I saw anemployee steal money, I would ignore thesituation and wait for the boss to find out.


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y Researchers have found that individualswith low integrity test scores at the timeof employment, compared to those withhigher scores, are more likely to laterengage in theft, have high absenteeism,break rules, cheat, and become

disciplinary problems


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ConscientiousnessConscientiousness

Of the hundreds of possible personality measures,conscientiousness is the best predictor of ethicsand job performance. Individuals who behaveethically also tend to be responsible, dependable,and hardworking. T his is particularly noteworthybecause conscientiousness is a strong predictor of

job performance.As with integrity tests, personality tests can beprone to eliciting socially desirable answersbecause the desired character trait being measuredis somewhat obvious. Conscientiousness scorescan be verified with a reference check.


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Organizational Citizenship BehaviorOrganizational Citizenship Behaviory Organizational citizenship behavior (OCB) refers

to helping behaviors that go beyond normal jobrequirements, such as aiding others with their

job-related problems.y OCB is most often measured using five factors:

altruism,courtesy,civic virtue,conscientiousness, andsportsmanship.

y Researchers report that individuals who scorehigh on OCB also score high for task effectiveness, and being optimistic and teamoriented.


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Social Dominance and BullyingSocial Dominance and Bullyingy Ethics demands sincere, open-minded, respectful

conversations with a wide variety of people aboutalternative actions under consideration.y Social dominance orientation ( SDO) is the belief

that an individuals particular group membership(defined in terms of race, gender, religion, orethnicity) is superior to other groups.

y Researchers have found high SDO scoresassociated with racism and sexism.

y SDO survey items include: To get ahead in life, itis sometimes necessary to step on other groupsand Inferior groups should stay in their place.


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Step 4: Interview QuestionsStep 4: Interview Questionsy Interview job finalists about their

responses to ethical dilemmasexperienced at previous workplaces, andhow they would respond to ethicaldilemmas experienced by currentemployees.


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y Asking job candidates to describe howthey managed an ethical dilemma at aprevious employer can provide veryuseful information.

y Human beings are creatures of habit, andthe job candidate will be bringing his or

her ethical dilemma response patterns tothe new place of employment.


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Step 5: Other TestsStep 5: Other Tests Alcohol,Alcohol,Drug,and Polygraph TestsDrug,and Polygraph Tests

y Individuals who abuse alcohol and drugs arelikely to bring these problems with them tothe workplace and are in need of treatment

and recovery.y Research studies have found that alcohol anddrug use negatively impacts productivity,workplace safety, and employee morale, and

can damage a companys reputation in thecommunity. Alcohol and drug tests are easyto conduct and relatively inexpensive.

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Hiring Ethical People(2)