You Manage It! 3: Ethics/Social Responsibility The Ethics Challenge
by Robert L. Cardy, David B. Balkin, Luis R. Gómez-Mejía
Managing Human Resources, Eight Edition
- Full-Circle Learning MyLabTM: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS
- Managing Human Resources
- Managing Human Resources
- Brief Contents
- Contents
- Preface
- PART I Introduction
- CHAPTER 1 Meeting Present and Emerging Strategic Human Resource Challenges
- CHALLENGES
- Human Resource Management: The Challenges
- Planning and Implementing Strategic HR Policies
- The Benefits of Strategic HR Planning
- Encouragement of Proactive Rather than Reactive Behavior
- Explicit Communication of Company Goals
- Stimulation of Critical Thinking and Ongoing Examination of Assumptions
- Identification of Gaps between Current Situation and Future Vision
- Encouragement of Line Managers’ Participation
- Identification of HR Constraints and Opportunities
- Creation of Common Bonds
- The Challenges of Strategic HR Planning
- Maintaining a Competitive Advantage
- Reinforcing Overall Business Strategy
- Avoiding Excessive Concentration on Day-to-Day Problems
- Developing HR Strategies Suited to Unique Organizational Features
- Coping with the Environment
- Securing Management Commitment
- Translating the Strategic Plan into Action
- Combining Intended and Emergent Strategies
- Accommodating Change
- Strategic HR Choices
- The Benefits of Strategic HR Planning
- Selecting HR Strategies to Increase Firm Performance
- The HR Department and Managers: An Important Partnership
- Summary and Conclusions
- Key Terms
- Discussion Questions
- References
- CHAPTER 1 Meeting Present and Emerging Strategic Human Resource Challenges
- PART II The Contexts of Human Resource Management
- CHAPTER 2 Managing Work Flows and Conducting Job Analysis
- CHALLENGES
- Work: The Organizational Perspective
- Work: The Group Perspective
- Work: The Individual Perspective
- Designing Jobs and Conducting Job Analysis
- The Flexible Workforce
- Human Resource Information Systems
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 3 Understanding Equal Opportunity and the Legal Environment
- CHALLENGES
- Why Understanding the Legal Environment Is Important
- Challenges to Legal Compliance
- Equal Employment Opportunity Laws
- EEO Enforcement and Compliance
- Other Important Laws
- Avoiding Pitfalls in EEO
- Summary and Conclusions
- Key Terms
- Discussion Questions
- APPENDIX TO CHAPTER 3 Human Resource Legislation Discussed in This Text
- CHAPTER 4 Managing Diversity
- CHALLENGES
- What Is Diversity?
- Challenges in Managing Employee Diversity
- Diversity in Organizations
- Improving the Management of Diversity
- Creating an Inclusive Organizational Culture
- Top-Management Commitment to Valuing Diversity
- Appraising and Rewarding Managers for Good Diversity Practices
- Diversity Training Programs
- Support Groups
- Accommodation of Family Needs
- Senior Mentoring Programs
- Apprenticeships
- Communication Standards
- Diversity Audits
- Management Responsibility and Accountability
- Some Warnings
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 2 Managing Work Flows and Conducting Job Analysis
- PART III Staffing
- CHAPTER 5 Recruiting and Selecting Employees
- CHALLENGES
- Human Resource Supply and Demand
- The Hiring Process
- Challenges in the Hiring Process
- Meeting the Challenge of Effective Staffing
- Selection
- Legal Issues in Staffing
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 6 Managing Employee Separations, Downsizing, and Outplacement
- CHAPTER 5 Recruiting and Selecting Employees
- PART IV Employee Development
- CHAPTER 7 Appraising and Managing Performance
- CHAPTER 8 Training the Workforce
- CHALLENGES
- Key Training Issues
- Training Versus Development
- Challenges in Training
- Managing the Training Process
- A Special Case: Orientation and Socialization
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 9 Developing Careers
- PART V Compensation
- CHAPTER 10 Managing Compensation
- CHALLENGES
- What Is Compensation?
- Designing a Compensation System
- Job Versus Individual Pay
- Compensation Tools
- Job-Based Compensation Plans
- Skill-Based Compensation Plans
- Special Compensation Issues in Small Firms
- The Legal Environment and Pay System Governance
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 11 Rewarding Performance
- CHALLENGES
- Pay for Performance: The Challenges
- Meeting the Challenges of Pay-for-Performance Systems
- Develop a Complementary Relationship Between Extrinsic and Intrinsic Rewards
- Link Pay and Performance Appropriately
- Use Pay for Performance as Part of a Broader HRM System
- Build Employee Trust
- Promote the Belief That Performance Makes a Difference
- Use Multiple Layers of Rewards
- Increase Employee Involvement
- Stress the Importance of Acting Ethically
- Use Motivation and Nonfinancial Incentives
- Types of Pay-for-Performance Plans
- Designing Pay-for-Performance Plans for Executives and Salespeople
- Summary and Conclusions
- Key Terms
- Discussion Questions
- References
- CHAPTER 12 Designing and Administering Benefits
- CHAPTER 10 Managing Compensation
- PART VI Governance
- CHAPTER 13 Developing Employee Relations
- CHALLENGES
- The Roles of the Manager and the Employee Relations Specialist
- Developing Employee Communications
- Encouraging Effective Communications
- Employee Recognition Programs
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 14 Respecting Employee Rights and Managing Discipline
- CHAPTER 15 Working with Organized Labor
- CHALLENGES
- Why Do Employees Join Unions?
- Labor Relations and the Legal Environment
- Labor Relations in the United States
- Labor Relations in Other Countries
- Labor Relations Strategy
- Managing the Labor Relations Process
- The Impact of Unions on Human Resource Management
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 16 Managing Workplace Safety and Health
- CHAPTER 17 International HRM Challenge
- CHALLENGES
- The Stages of International Involvement
- Determining the Mix of Host-Country and Expatriate Employees
- The Challenges of Expatriate Assignments
- Effectively Managing Expatriate Assignments with HRM Policies and Practices
- Developing HRM Policies in a Global Context
- Human Resources Management and Exporting Firms
- Summary and Conclusions
- Key Terms
- Discussion Questions
- CHAPTER 13 Developing Employee Relations
- Appendix
- Concise Dictionary of HR Terminology
- Company, Name, and Product Index
- Subject Index
- Pearson’s MyLab™
You Manage It! 3: Ethics/Social Responsibility The Ethics Challenge
Training to help workers confront unethical behavior was discussed in the Manager’s Notebook, “That’s Not Right: Training to Help Workers Confront Unethical Actions.” Offering this training to workers assumes that they may run into unethical behaviors and need the skills to deal with these situations.
Critical Thinking Questions
-
8-26. If you have a clear code of ethics, do you think training to challenge unethical behavior would still be needed? Why or why not?
-
8-27. Might challenging someone who is engaging in unethical behavior have some risk? How can this risk be minimized?
-
8-28. Using the evaluation framework presented in Figure 8.5, which level would the ethics training attempt to improve?
Team Exercise
-
8-29. Join your teammates and consider the training to help employees challenge unethical behavior.
-
a. How can the effectiveness of this training be maximized?
-
b. Do your team members agree that this ethics training is a good idea? Why or why not?
-
c. Share you assessments with the rest of the class.
-
Experiential Exercise: Team
-
8-30. As a team, identify some examples of unethical behavior that college students might engage in. For each of these examples, determine whether challenges from other students would be effective or too risky and give some reasons why this is so.
-
8-31. Do you think students can benefit from training focused on challenging unethical behavior? Why or why not? Share your team’s assessment with the rest of the class.
Experiential Exercise: Individual
-
-
8-32 Generate examples of unethical behavior (either in a university or workplace setting).
-
a What behaviors reflect intimidation or bullying?
-
b How can these behavioral examples be used in training to help challenge those examples of unethical behavior?
-
-
No Comment