HRM_Ethics and Fair Treatment_Final.pptx

8/17/2019 HRM_Ethics and Fair Treatment_Final.pptx

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Principles of HRM

Business Ethics

Aradhna Malik (PhD)

Assistant Professor

VGSoM, ! "hara#pur


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Sources

$hrist%, R& ' $hrist%, G& (*)& Ethics ' hu+anresource +ana#e+ent& n S& Gil+ore ' S&

illia+s (Eds&)& Human resource management

(Indian Edition)& -e. Delhi/ 01ford 2ni3ersit%

Press, 45645&

$rane, A& ' Matten, D& (78)& Business ethics

(3rd Ed.) (South Asia Edition)& -e. Delhi/

01ford 2ni3ersit% Press&Go+e96Me:ia, ;& R&, Balkin, D& B& ' $ard%, R& ;&

(7)& Managing human resources (7 th Ed.)&

-e. Delhi/ PH ;td&


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Business ethics ' the la. ($rane ' Matten, 78)

■

+ini+u+ accepta=le standards of =eha3ior&>

■ Business ethics is pri+aril% concerned .iththose issues not co3ered =% the la., or .here

there is no definite consensus on .hether

so+ethin# is ri#ht or .ron#& Be#ins .here thela. ends&


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Definin# +oralit%, ethics and ethical

theor% ($rane ' Matten, 78)■ Moralit% is concerned .ith the nor+s, 3alues,

and =eliefs e+=edded in social processes

.hich define ri#ht and .ron# for an indi3idualor a co++unit%&

■ Ethics is concerned .ith the stud% of +oralit%

and the application of reason to elucidatespecific rules and principles that deter+ine ri#ht

and .ron# for a #i3en situation&

■

!hese rules are called ethical theories&


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Relationship =et.een +oralit%,

ethics ' ethical theor% ($rane ' Matten, 78)

Moralit%

Ethics

rationali9es

Moralit%?

Ethics

?to

produce

ethical

theor%? Ethical

theor%

?that can

=e applied to

an% situationPotential

solutions

to ethical

pro=le+s


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h% is =usiness ethics i+portant($rane ' Matten, 7)

■ !he po.er and influence of =usiness in societ% is #reaterthan e3er =efore

■ Business has the potential to pro3ide a +a:or contri=ution toour societies in ter+s of producin# the products and ser3ices

that .e .ant, pro3idin# e+plo%+ent, pa%in# ta1es, andactin# as an en#ine for econo+ic de3elop+ent, etc&■ Business +alpractices ha3e the potential to inflict enor+ous

har+ on indi3iduals, co++unities and the en3iron+ent■ !he de+ands =ein# placed on =usiness to =e ethical =% its

3arious stakeholders are constantl% =eco+in# +ore co+ple1and challen#in#&■ @e. =usinesspeople ha3e recei3ed for+al =usiness ethics

education or trainin#■ Ethical 3iolations continue to occur in =usiness, across

countries and sectors&


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Differences in =usiness ethics across

or#ani9ational t%pes ($rane ' Matten,7)Lar geCorporati on

s

S mallBusin

esses

CivilSoci etyOrganizat ions

PublicSec torOrg aniz

ations

Mai n pri

orit iesinad dressi

ngeth

Financ ialintegrit y,em ployee /custome

m pl oy eeissues

!eliv ery o"missi on toclient s#integr ity o"tactic s#legiti macy$

%uleo"la&,corr upti on,con" lictso"inter est# proc edur


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Glo=ali9ation ' =usiness ethics($rane ' Matten, 7)


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Ethical i+pacts of #lo=ali9ation on different

stakeholder #roups ($rane ' Matten, 7)St

a* ehol ders

thical impacts o"

globalization

Shar e( holders

+lobalization provides potential "or greater pro"itability, but alsogreater ris*s- Lac* o"regulation o" global"inancial mar*ets,leading to additional"inancial ris*s $instability-

m pl oy ees

Corporations outsource production todeveloping countries inorder to reduce costs inglobal mar*etplace .this provides obs, butalso raises the potential

"or eploitation o"employees through poor


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$orporations ' =usiness ethics($rane ' Matten,7)

■ "e% features of a corporation/◻ $orporations are t%picall% re#arded as artificial persons

in the e%es of the la.◻ $orporations are nationall% o.ned =% shareholders

◻ Mana#ers ' directors ha3e a fiduciar% responsi=ilit% toprotect the in3est+ent of shareholders

■ !he de=ates/◻ ◻ ◻


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!he role of ethical theor% ($rane ' Matten, 7)

■ Ethical a=solutis+/◻ !here are eternal, uni3ersall% applica=le +oral principles◻ Ri#ht and .ron# are o=:ecti3e Cualities that can =e rationall%

deter+ined■ Ethical relati3is+/

◻ Moralit% is conte1t dependent and su=:ecti3e◻ !here are no uni3ersal ri#ht and .ron#s that can =e rationall%

deter+ined it si+pl% depends upon the person +akin# thedecision and the culture in .hich the% are located

■ Pluralis+◻ Accepts different +oral con3ictions and =ack#rounds .hile at

the sa+e ti+e su##estin# that a consensus on =asicprinciples and rules in a certain conte1t can, and should, =ereached


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-or+ati3e ethical theories ($rane ' Matten, 7)

■ !he de=ates/◻ ndi3idual 3ersus institutional +oralit%◻ uestionin# 3ersus acceptin# capitalis+◻ Fustif%in# 3ersus appl%in# +oral nor+s

■ estern +odernist theories/ start .ith anassu+ption a=out the nature of the .orld, and+ore specific assu+ptions a=out the nature ofhu+an =ein#s& -or+all% pro3ide us .ith a fairl%uneCui3ocal solution to ethical pro=le+s&◻ -on conseCuentialist◻ $onseCuentialist/ Moral :ud#+ent is =ased on the

outco+es, ai+s of #oals of a certain action& Also

referred to as teleolo#ical theories


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Ma:or nor+ati3e theories in =usiness ethics($rane ' Matten, 7)

goism

5til itar iani sm

thi cso"duti es

%ig htsand6ustice

Co

ntr ibut or s

'da

mSmit h

6er

emyBentham,6ohnStu

artMill

)mm

anu el7ant

6oh

nLoc *e,6ohn%a& ls

Focu s

)ndiv idualdesir es orinter

ests

Coll ecti ve&el" are

!uti es

%ig hts

Mai 'ct/ Cate %es


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$onseCuentialist theories ($rane ' Matten, 7)■ E#ois+/

◻


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E1a+ple of a utilitarian anal%sis in the case of

child la=or ($rane ' Matten, 7) 'ction :;!oing thedeal

'ction


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Principles of HRM

Ethical aspects of HRM acti3ities

Aradhna Malik (PhD)

Assistant Professor

VGSoM, ! "hara#pur


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Sources$hrist%, R& ' $hrist%, G& (*)& Ethics ' hu+an

resource +ana#e+ent& n S& Gil+ore ' S&

illia+s (Eds&)& Human resource management

(Indian Edition)& -e. Delhi/ 01ford 2ni3ersit%

Press, 45645&

$rane, A& ' Matten, D& (78)& Business ethics

(3rd Ed.) (South Asia Edition)& -e. Delhi/

01ford 2ni3ersit% Press&Go+e96Me:ia, ;& R&, Balkin, D& B& ' $ard%, R& ;&

(7)& Managing human resources (7 th Ed.)&

-e. Delhi/ PH ;td&


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Ethical aspects of HRM acti3ities($hrist% ' $hrist%, *)

■ histle=lo.in# /


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Ethical aspects of HRM ($ontd&)($hrist% ' $hrist%, *)

■ E+plo%ee re.ards/ @air and o=:ecti3e s%ste+s

■ @airness ' @at6cat pa%/ ssues re#ardin# the

e1or=itant salaries paid to senior officialsIconsultants in li#ht of the =enefit their

contri=utions ha3e =rou#ht to the or#ani9ation


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Ethical aspects of HRM ($ontd&)($hrist% ' $hrist%, *)

■ +plications of fairness in re.ard/◻ !ransparenc%◻ $o+prehensi=ilit% 3s& co+ple1it%◻ ECualit% of opportunit%/ @airness and Fustice/ Fohn Ra.ls◻

ECual opportunit%/ Shareholder 3alue perspecti3e/


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$onflictin# strate#ies for fair e+plo%+ent(Go+e96Me:ia, Balkin ' $ard%, 7)

■ @air e+plo%+ent 3s& Affir+ati3e action◻ @air e+plo%+ent/


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Discri+ination (Go+e96Me:ia, Balkin ' $ard%, 7)

■ Meanin#/


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Differences =et.een disparate treat+ent '

ad3erse i+pact (Go+e96Me:ia, Balkin ' $ard%, 7)

!isparate

8reatment

'dverse)mpact

!irectdiscrimi nation

)ndirectdiscrimination

5ne9ual

treatment

5ne9ual

conse9u ences orresults

!ecisio

n rules&ith a

!ecision

rules&ith


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Mana#in# discri+ination char#es(Go+e96Me:ia, Balkin ' $ard%, 7)

■ De+onstrate :o= relatedness as the reason for therespecti3e decision

■ Bona fide occupational Cualification/


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Reasona=le acco++odation for differentl%

a=led e+plo%ees (Go+e96Me:ia, Balkin ' $ard%, 7)■ ■ or unless the or#ani9ation is ph%sicall% or

financiall% una=le to pro3ide reasona=leacco++odation e& eCuip+ent for paraple#ice+plo%ees in ndia

■


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Affir+ati3e action plans(Go+e96Me:ia, Balkin ' $ard%, 7)

Steps/■ 2tili9ation anal%sis/

◻

◻

K factor a3aila=ilit% anal%sis deter+ines the percenta#e of

protected class +e+=ers for/


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Steps in +akin# affir+ati3e action

plans continued (Go+e96Me:ia, Balkin ' $ard%, 7)■ Goals and ti+eta=les/ Should take into

account/

◻ Si9e of underutili9ation◻ Ho. fast the .orkforce turns o3er

◻ hether the .orkforce is #ro.in# or contractin#

◻ !%pes of actions e+plo%er intends to take


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Steps in +akin# affir+ati3e action

plans continued (Go+e96Me:ia, Balkin ' $ard%, 7)■ Action plans/


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A3oidin# pitfalls in eCual e+plo%+ent

opportunit% (Go+e96Me:ia, Balkin ' $ard%, 7)■ Pro3ide trainin#

■ Esta=lish a co+plaint resolution process

■ Docu+ent decisions

■ Be honest

■ Ask onl% for infor+ation %ou need to kno.


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Thank You

Documents

HRM_Ethics and Fair Treatment_Final.pptx