Hr Chapter 14

Front 1

Ethics?

Back 1

Principles of conduct that govern an individual or group.

Characterized by 2 things:
1)Normative Judgments
2)Morality

Front 2

Normative Judgment?

Back 2

Implies if something is ogod or bad, right or wrong, better or worse.

Front 3

Morality?

Back 3

Societies accepted standards of behavior.

Front 4

What determines how employees will react to promoting one employee and demoting another?

Back 4

Whether they think the decisions and the processes that lead up to them were fair.

Front 5

What is an integral part of what most people think of as justice?

Back 5

Fairness.

Front 6

What are the 3 components of organizational justice?

Back 6

1)Distributive
2)Procedural
3)Interpersonal/Interactional

Front 7

Distributive Justice?

Back 7

Refers to the fairness and justice of the decision's result.

Front 8

Procedural Justice?

Back 8

Refers to the fairness of the process.

Front 9

Interpersonal Justice?

Back 9

"Interactional Justice"

Refers to the manor managers conduct interpersonal dealings with employees.

Front 10

With what do most employees associate fairness?

Back 10

Ethical behavior.

Front 11

What was the number 1 reason in ethical lapses?

Back 11

Being under the gun to meet scheduling pressures.

Front 12

What can the "boss" influence relative to ethics?

Back 12

The "boss" can set the tone about what is right or wrong.

Front 13

What can be a signal that the employer is serious about ethics?

Back 13

An ethics policy and code.

Front 14

The manager sets values and creates a culture through what?

Back 14

Through what he or she says and does.

Front 15

Organizational Culture?

Back 15

Characteristic values, traditions, and behaviors a company's employees share.

Front 16

Value?

Back 16

Is a basic belief about what is right or wrong, or about what you should or shouldn't do.

Front 17

Whay are values important?

Back 17

They guide and channel behavior.

Front 18

What sends clean signals about what is and isn't acceptable behavior within the organization?

Back 18

The firm's culture.
1)Patterns of behavior
2)Physical manifestations
3)Values

Front 19

What is an important and practical reason for treating employees with fairness and justice?

Back 19

"They're not employees, they're people"

Front 20

What impact can employee perception of fairness have on fostering ethics and fiar treatment in the workplace?

Back 20

Increased employee commitment; enhanced satisfaction with the organization.

Front 21

What is a key step to preventing unethical work behavior?

Back 21

Creating a culture that encourages employees to do the right thing.

Front 22

What signal can the selection process send?

Back 22

What the company's values and culture are.

Front 23

What can the manager do to ensure that others view the organization's assessment methods as fair?

Back 23

Formal procedures.

Front 24

The person's interpersonal treatment should reflect what?

Back 24

The propriety of the questions, the politeness and respect of the person doing the assessing, and the degree to which there was the opportunity for 2-way communication.

Front 25

Why is providing explanations relative to assessment important?

Back 25

Individuals see a system as fair to the extent that the employer provides useful knowledge.

Front 26

What role does ethics training play in helping employers nurture a culture of ethics and fair play?

Back 26

Recognize ethical dilemmas, how to use ethical frameworks, how to resolve problems, hot to discipline fairly.

Front 27

How does the organization's performance appraisal process provide an opportunity to emphasize its commitment to ethics and fairness?

Back 27

1)Shows the company not only adheres to ethical standards but rewards those doing them
2)How the appraisals are performed is also important

Front 28

Why is it important that the organization deal swiftly with unethical behavior?

Back 28

Its because that if its not dealt with swiftly and relatively harshly then the ethical employees feel punished.

Front 29

Sarbanes-Oxley Act?

Back 29

Established new or enhanced standards for company management. Putting top management's attention on ensuring that all the firm's employees take ethics seriously.

Front 30

What 3 actions contribute to perceived fairness in business settings?

Back 30

1)Engagement
2)Explanation
3)Expectation Clarity

Front 31

Engagement?

Back 31

Involving individuals in the decisions that affect them by asking for their input.

Front 32

Explanation?

Back 32

Ensuring that everyone involved and affected understands why final decisions are made.

Front 33

Expectation Clarity?

Back 33

Making sure everyone knows up front what standards they will be judged and the penalties.

Front 34

What are 2 potential flaws in traditional discipline?

Back 34

1)No one likes being punished
2)Forcing rules on employees is only short-term compliance

Front 35

Non-punitive Discipline?

Back 35

Discipline without punishment.
1)Issue an oral reminder
2)Formal written reminder
3)Paid one-day "decision-making leave"
4)Dismissal

Front 36

4 Main types of employee privacy violations?

Back 36

1)Intrusion
2)Publication of private matters
3)Disclosure of medical records
4)Appropriation of an employee's name

Front 37

ECPA?

Back 37

Electronic Communications Privacy Act.

Oral and wire communications.

2 Exceptions "business purpose exception" and "consent exception".

Front 38

What should the employer do to ensure the legality of intercepting e-mail and online service?

Back 38

Signed policy statement.

Front 39

Dismissal?

Back 39

Is the most drastic disciplinary step the manager can take.

Involuntary termination of an employee's employment with the firm.

Front 40

What is the best way to handle a dismissal?

Back 40

To avoid it in the first place.

Front 41

What are the 3 main statutory and common law protections against wrongful discharge have eroded the at-will doctrine?

Back 41

1)Public policy exception: Discharge is wrongful when it was a gainst a explicit public policy
2)Implied contract exception: Implied contract existed based on representations in employee handbook
3)Covenant of good faith exception: Shouldn't fire employees without good cause

Front 42

What are the 4 bases of dismissal?

Back 42

1)Unsatisfactory performance: Persistent failure to perform
2)Misconduct: Willful violation of rules
3)Lack of qualifications for the job: Inability to do assigned work although he/she is diligent
4)Changed requirements of the job: Inability to do work assigned, after nature of job changed

Front 43

Insubordination?

Back 43

A form of misconduct. (i.e. stealing, tardiness, poor-work quality)

Front 44

What employer actions relative to termination can foster fairness in addition to the above?

Back 44

If the person views the dismissal as fair.

Who does the dismissing is also important.

Front 45

Wrongful Discharge?

Back 45

When an employee's dismissal does not comply with the law.

Front 46

Constructive Discharge Claim?

Back 46

Plaintiff argues that he or she quit, but had no choice because the employer made the situation intolerable at work.

Front 47

2-pronged approach to avoiding wrongful discharge suits?

Back 47

1)Set up employment policies and dispute resolution procedures
2)Do the preparatory work, starting with employee application and the employee handbook

Front 48

The employer's first line of defense to handle dismissals is with what?

Back 48

Fairness and Justice.

Front 49

Why is it extremely important to be frank and honest about reasons for dismissal?

Back 49

Because if the stated reason is deemed a lie it may constitute the right to take the case to a court.

Front 50

WARN?

Back 50

Worker Adjustment and Retraining Notification Act.

"Plant closing law"

Requires employers of 100 or more employees to give 60 days notice before closing.

Front 51

What does covered employment losses include?

Back 51

Terminations; voluntary departures; layoffs; reduction of workforce.

Front 52

Layoff?

Back 52

Workers are sent home for a time that there is no work but management intends to recall the employees.

Front 53

Bumping/Layoff Procedures?

Back 53

Detailed procedures covering who will be laid off if no-work is available; generally allow employees to use there seniority to remain on the job.

Front 54

Voluntary Reduction in Pay?

Back 54

All employees agree to reductions in pay to keep everyone working.

Front 55

Ring of Defense Approach?

Back 55

Reduces layoffs by hiring temporary employees, with the understanding their work is temporary.

Front 56

Downsizing?

Back 56

Reducing, usually dramatically the number of people employed by a firm.

Front 57

Information Sharing?

Back 57

Providing advanced notice regarding the layoff.

Front 58

Interpersonal Sensitivity?

Back 58

Manager's demeanor during layoffs.

Front 59

Merger's and Acquisitions?

Back 59

1)Avoid the appearance of power and domination
2)Avoid win - lose behavior
3)Remain professional
4)Maintain a positive feel about acquired company