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UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA

Doctor in Public Management

CRISELDA C. DAVID November 7, 2018


Subject: PA 304 Dr. Romulo Soriao
Ethical Leadership and Human Relations

FINAL EXAMINATION

Case 1. Examine the following statements. Assess each situation according to the
degree to which you believe a potential ethical problem is inherent in it. Determine and
discuss whether the situation is NO ETHICAL PROBLEM or ETHICAL PROBLEM.

1. A Manager following the law of individual differences, allows her six employees
to establish their own starting times for work each day.
Answer: NO ETHICAL PROBLEM. If we want your employees to work more,
we have to let them set their own schedules, given that it will coincides “Section
6, Rule XVII of the Omnibus Rules Implementing Book V of EO 292 and CSC
Memorandum Circular No. 14, s. 1989,” with regards to civil servants. Private
companies have their own mode of work hours.

2. A supervisor finds that members of a certain minority group are faster workers
than whites and thereafter hires only those minorities for particular job.
Answer: ETHICAL PROBLEM. Racial discrimination in the workplace is
strictly prohibited by a number of federal and state laws.

3. An organization, frustrated over continual complaints about its appraisal system


and pay that “equal pay for all employees” (despite differences in their
performance) will work best.
Answer: ETHICAL PROBLEM. In order to attract and retain valuable
employees in an era in which good workers are constantly recruited away,
organizations must treat employees in an ethical fashion.

4. An organization is faced with a possible union certification election. To find out


what the employees are thinking, top management installs electronic
eavesdropping equipment in the cafeteria.
 Answer: ETHICAL PROBLEM. Our civil service system has programs which
see to it that we will be comfortable as possible not only physically but also
emotionally. Thus, it allows us to express whatever sentiments we may have
that prevent you from working efficiently.

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UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA
Doctor in Public Management

5. A company hires consulting firm to conduct an attitude survey of its employees.


When the consultant suggests that they could code the questionnaires secretly
so that responses could be traced back to individuals, the company agrees that
it would be “interesting.”
Answer: ETHICAL PROBLEM. Giving and receiving feedback is a powerful
tool at the workplace. It informs employees about their performance and
behavior within the team. Without feedback, employees will get stuck in a
frustrating uncertainty.

Case 2. Jojo Santos, 24 is an accounting clerk at Sisayan’s Enterprises. Jojo had been
in the company for more than three years.

Arriving from his lunchbreak, he bad bought a bottle of inexpensive rum for his friend
gathering later at his house. He showed the bottle to the security guard wanting to leave
the bottle at the door, but the guard motioned him to bring it with him.

During his afternoon break, Jonald, one of his friends and an officemate, came along and
saw the bottle from under the Jojo’s desk. Immediately opened it and jokingly offered the
bottle to Jojo. Jojo gamely obliged and also jokingly, acted like drinking from the bottle.
Just then, Anthony, a supervisor from another section, appeared from nowhere and
accused Jojo of drinking within the company premises and during work hours. Jojo
thought that he would be reprimanded in the afternoon but it never came.

However, unknown to Jojo, Anthony approached Jojo’s supervisor and recounted the
story. Jojo’s supervisor did not bother to ask the side of Jojo as he considered the account
of Anthony as sufficient evidence.

The next day, Jojo was surprised to see his termination paper on the desk advising him
to get his last salary from the cashier. Jojo then sought the assistance if their labor union.

Other facts:
Drinking, possession, use of or bringing alcoholic beverages including beer or drugs,
narcotics of any kind within the company premises, reporting to work or entering company
premises under the influence of alcohol, first offense is penalized with dismissal. Jojo has
never been subject of disciplinary action is a good performer.

Jojo and Anthony are not in good terms.

Required: Settle the grievance filed by Jojo following the steps in analyzing business
cases and give detailed action plan for its implementation.

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UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA
Doctor in Public Management

ANSWER:

 Jojo should elevate his case through the Grievance Machinery or procedures
established by their agency as required by the law. This scheme refers to the
method of determining and finding the best way to remedy the specific cause or
causes of the complaint or grievance. Should he not be satisfied with the result,
he can elevate his complaint to the next higher level until it reaches their agency
head who will decide on it at once. Should he still be dissatisfied with his decision,
he may appeal his case to the Civil Service Commission.

Case 3. Rosemary Janis and Mary Lopez were the only clerks handling payments from
customers in the office of Atlantic Plumbing Supply Company. They reported to the owner
of the business. Janis has been employed for 18 months and Lopez for 14 months. Both
were community college graduates, about 23 years old and unmarried.

By manipulating the accounts in rather ingenious way that would not normally be
detected, Janis was stealing from accounts payments as they were received. During her
third month of employment, Lopez learned of Janis’ theft but she decided not to tell
management rationalizing that Jani’s personal conduct was none of her business. Lopez
did not benefit from Janis’ theft, and the two women were not close friends. Their duties
allowed them to work rather independently to each other, each handling a different
alphabetical portion of the accounts.

By the time the owner learned of Janis’ theft through the recent installation of hidden
surveillance cameras, she had stolen approximately $5,700. During investigation of the
thefts, the owner learned that Lopez had known about them for several months, because
it was evident that the thefts would not have occurred for an extended period without
Lopez’ knowledge. At the time of the employment, both women had been instructed by
the owner that they would be handling money and that strict honesty would be required
of them.

Questions:

1. What issues are raised by these events? Discuss.


2. What disciplinary action either preventive or corrective do you recommend for each of
the women? Why?
3. Is Lopez’ failure to blow the whistle an issue?

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UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA
Doctor in Public Management
Answers:

1. Main issues that are raised by raised here are these: Theft or dishonesty for Janis,
while disclosure of information for Mary Lopez.
2. Corrective action is the recommended disciplinary action for each of the women
in order to improve behavior or performance because other methods such as
coaching and performance appraisal have not been successful. After establishing
that corrective or disciplinary action is warranted, these are the following steps we
can do: Oral or written warning for Lopez. I will state the consequences of failure
to demonstrate immediate and sustained improvement, or further disciplinary
action may have warranted. For Janis, demotion to a lower classification which
involves moving an employee to a lower level position, and may be temporary or
permanent or Dismissal from the service. This action may be appropriate after
performance counseling and progressive corrective action have failed to get the
employee to correct the problem(s).
3. Lopez’ failure to blow the whistle is definitely an issue because she violated
company policy or rules through her unfaithfulness and disclosure of information.
Thus, she employee may also be disciplined for misconduct that adversely affects
the efficiency of the organization.

Case 4. Anabel is a young woman worker in her early 20s who works from Loyola’s
Trading. She is single and very outgoing. She is also smart and good looking. Sometimes
her outgoing ways are misunderstood by her officemates, especially male coworkers.

One time, while she was talking to Rodel, the manager, she sat dawn on the edge of the
manager’s desk, and crossed her leg showing smooth skin. Rodel without any malice
(according to him during the investigation) reach out his hands on the leg of Anabel and
let it stay for some time. Anabel felt uncomfortable and swore in the interview that she
also felt Rodel’s hand pressing and sliding even as they kept on discussing some official
matters.

Anabel also says she was embarrassed and did not want to offend the manager that was
why she did not attempt to remove his hand.

Anabel filed sexual harassment charges against Rodel.

Questions:

1. If you were the head of HRD, how will you handle the case filed by Anabel?
2. Who is at fault here, Anabel or Rodel? Explain your choice.

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UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA
Doctor in Public Management
Answers:

1. When an employee complains, in this case is Anabel, that he or she is experiencing


sexual harassment of any type, the employer through me as the Human Resource Officer,
has a legal, ethical, and employee relations obligation to investigate the charges
thoroughly. The employer can't decide whether to believe the employee but must take
him or her at their word. If an employer hears rumors that sexual harassment is occurring,
the employer must investigate the potential harassment. As an HR staff person, one of
the most common requests that will occur when you are approached by an employee to
talk is that they want to tell you something, but you must first promise to keep it
confidential. Confidentiality in HR is not well understood by employees. As an HR, I must
be prepared to answer that request by responding that if you can, you will keep the matter
confidential. Some issues are required by law to pursue whether the employee wants you
to pursue the allegations or not. Sexual harassment is one of them.

2. It is important to report all concerns of sexual harassment or inappropriate sexual


conduct to the HR director or a supervisor/manager as soon as possible. Management
must be made aware of the situation so that it can conduct an immediate and impartial
investigation and take appropriate action to remediate or prevent the prohibited conduct
from continuing. We cannot pinpoint the culprit since the procedures available under this
policy do not preempt or supersede any legal procedures or remedies otherwise available
to a victim of sexual harassment under local or governmental law. All complaints and
investigations are treated confidentially to the extent possible and information is disclosed
strictly on a need-to-know basis. The identity of the complainant is usually revealed to the
parties involved during the investigation and the HR director takes adequate steps to
ensure that the complainant is protected from retaliation during and after the investigation.

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