Beruflich Dokumente
Kultur Dokumente
Management
TWELFTH EDITION
GARY DESSLER
BIJU VARKKEY
Chapter 14
Ethics, Justice, and Fair Treatment
in HR Management
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
After studying this chapter, you should be able to:
Components of
Organizational Justice
Interactional
Distributive Procedural
(Interpersonal)
Justice Justice
Justice
Individual
Factors
Saving jobs 9 6 7 7 7 6
Other 6 8 8 9 8 9
Sources: O. C. Ferrell and John Fraedrich, Business Ethics, 3rd ed. (New York:
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Note: 1 is high, 9 is low. Houghton Mifflin, 1997), p. 28; adapted from Rebecca Goodell, Ethics in American
Authorized adaptation from the United States edition of Human Business: Policies, Programs, and Perceptions (1994), p. 54. Permission provided
courtesy of the Ethics Resource Center, 1120 6th Street NW, Washington, DC:
Resource Management, 12/e
20005. 14–9
Evidences from India
KPMG India Fraud Survey 2010
45% of the surveyed Indian companies
experienced increased fraudulent activities.
Reasons for this are increased ethical values
and a failure on the part of the companies to act
against fraud.
Team Lease Survey 2008 Results
68% agreements are fine with doing personal
work during office hours.
68% agreements were fine with taking personal
printouts or photocopying in office.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
14–10
Employees and Ethical Dilemmas
• Questions employees should ask when faced
with ethical dilemmas:
Is the action legal?
Is it right?
Who will be affected?
Does it fit the company’s values?
How will it “feel” afterwards?
How will it look in the newspaper?
Will it reflect poorly on the company?
Ethics
Selection
Training
Reward and
Performance HRM–Related
Disciplinary
Appraisal Ethics Activities Systems
• Training
How to recognize ethical dilemmas.
How to use ethical frameworks to resolve problems.
How to use HR functions in ethical ways.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
14–14
HRM-Related Ethics Activities (continued)
• Performance Appraisal
Appraisals that make it clear that the company
adheres to high ethical standards by measuring and
rewarding employees who follow those standards.
• Reward and Disciplinary Systems
The organization swiftly and harshly punishes
unethical conduct.
• Workplace Aggression and Violence
Taking care that HR actions do not foster perceptions
of inequities that translate into dysfunctional
behaviors by employees.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
14–15
HRM-Related Ethics Activities (continued)
• HR’s Ethics Compliance Activities
Complying with various legislations.
Requires that the CEO and the CFO of publicly traded
companies personally attest to the accuracy of their
companies’ financial statements and that its internal controls
are adequate.
Increased the need for ethics training and verification of
training.
Perceptions of fair
treatment depend on:
Expectation
Engagement Explanation
Clarity
Protections Against
Wrongful Discharge
Unsatisfactory Performance
Misconduct
Bases for
Dismissal
Lack of Qualifications
Changed Requirements of
(or Elimination of) the Job
• Security Measures
Disable employee passwords and network access.
Collect all company property and keys.
Escort employee from company property.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
14–29
FIGURE 14–9 Typical Severance Pay
Source: http://www.fin.ucar.edu/forms/HR/
exit_form/exit.pdf. Accessed May 24, 2007.
Source: http://www.fin.ucar.edu/forms/HR/
exit_form/exit.pdf. Accessed May 24, 2007.