Ethics for HR

Question Description

In assignment 1 you made recommendations for XYZ Inc. with respect to the creation of an Ethics Officer and Code of Ethics. In a paper of 500 – 750 words, given the same set of facts, although now with the Ethics Officer and Code of Ethics in place, you will need to recommend a comprehensive education program designed to teach and reinforce critical knowledge, skills and abilities that will promote the changes in organizational culture that had developed around the issue of “over selling”.

In creating this approach to infusing ethics into the XYZ culture, you must use ideas from at least three different chapters from the Sekerka text assigned for this particular lesson (Chapters 1, 2, 4, 7-10 & 15). You may also use whatever other materials we have studied this semester to help explain your approach. Fully explain why each of your ideas is important to the success of your plan.

In supporting your recommendations, use appropriate APA citations.

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Chapter 7 – Organizational Ethics Process and Assessment (pg 160) • Implications and Takeaways o Process techniques need to be designed that address the needs of adult learners and engage participants in ways that link ethics to their own personal experiences. o Management learning can be particularly effective when both positive and negative workplace experiences are tapped, generating change and development from strength and deficit based inquiry. o Assessing intervention effectiveness is not only of interest to researches but also of vital importance to practitioners and managers who want to create positive organizational ethics change and development. o The presence of a control group and longitudinal structure are key considerations for designing an empirical study from which sound conclusions may be reached regarding positive organizational ethics change and development. o Appropriate statistical methods (structural equation modeling) can help to establish whether and how an intervention impacts target outcomes, including core elements of ethical behavior such as the desire to act ethically. Chapter 9 – From Theory to Application (pg 197) • Takeaway Points and Summary o Sense-making model of EDM – promotes knowledge acquisition via the sense making process. This process of ethical sense making provides specific, trainable strategies like framing, forecasting, self-reflection, and emotion regulation strategies that rely, in part, on case-based knowledge and complement a case-based approach to ethics training. o In order to prepare trainees to learn effectively from cases, we recommend spending time up front helping trainees understand the complexities inherent in an ethical dilemma. ▪ (1) Trainers should address existing rules, guidelines, and regulations of the organization and industry pointing out they may not be particularly helpful in making an ethical decision in “gray” ethical matters. ▪ (2) The authors recommend that participants are exposed to bias and constraint training, demonstrating the internal and external biases common in ethical dilemma as well as common personal and situational constraints that inhibit successful EDM. ▪ (3) Training should focus on specific, teachable strategies trainees can use to overcome biases and constraints. ▪ (4) Trainers should make trainees familiar with the steps of sense making and practice to scan, interpret, and apply information in order to make better ethical decisions. Chapter 15 – Embodied Ethics (pg325) • Key Implications and Considerations o Good mentoring is a critical complement to traditional ethics training, contributing to cultivation of habits of ethical conduct in the context of a specific occupation and organization. o Many spontaneous workplace mentoring relationships involve a supervisor of the mentee. A supervisor-supervisee relationship may be the naturally occurring locus of effective mentoring. o Performance metrics must be aligned with an organization’s values and integrity goals. o Publicizing examples of good mentoring amplifies the visibility of positive models. o There are risks inherent to mentoring. Performance evaluation systems must be capable of handling abuses in both formal and informal mentoring arrangements. • Assigned Readings: Ethics Training in Action – Chapters 1, 2, 4, 7, 8, 9, 10 and 15 “Past research suggests that organizations must rely on their cultural environment to promote employee ethicality” (Sekerka, 2014). Corporate policies communicate organizational values and offer standardized guidance to employees for exhibiting acceptable behaviors and attitudes. In order for an ethics training program to be successful the following must be present, “help people understand ethical judgment philosophies and decision-making heuristics; address areas of ethical concern within their industry/profession; teach the organization’s ethical expectations and rules; help people to understand their own ethical tendencies; take a realistic view, while also elaborating on difficulties in ethical decision making; and have people use the material in the workplace, then return to training for additional work to analyze their application” (Sekerka, 2014). The Ethics Officer plays a significant role in the ensuring of compliance with corporate ethical principles. They have a complete job description involving creation and maintenance of an ethical culture, which includes implementation of ethical procedures and the setting up of a system that ensures adherence. The ethics officer is a referral point for ethical issues arising involving all the stakeholders in the organization, ranging from the shareholders to the management, employees, suppliers and clients. According to Lesson 7, it is required of the Ethic’s officer to be fully aware of the legal ethical requirements and hence they are most likely associated with the legal department and under the watch of the human resource department. An Ethical Officer is the focal point for the firm’s code of conduct acting as its guardian and therefore reporting to top management on corrective measures. It is his or her duty to keep an operational knowledge of applicable regulations involving professional codes and the state laws. In lesson 7 Rex Simpson endorses getting the executives to take the forefront in the making of a meaningful ethically responsible organizational culture since they are the face of the firm, not HR as presumed. An ethical officer should have a good legal knowledge, having a law degree qualified Simpson as an Ethics Officer in comparison with his boss because of the exposure to law and the legal requirements of the position (“Lesson 7”). For the protection of the company’s reputation, staff, clients and the avoidance of legal penalties a well-trained ethically trained officer is vital for the organization XYZ to generate and maintain an ethics compliant culture. XYZ is faced with an ‘over-promising’ challenge that puts the firm at risk of not delivering to its clients as per the agreement. Therefore, there is a possibility of legal penalties for breach of contract. This has however not occurred so far due to the overworking of production staff, which has a possible legal consequence of its own. According to Dieterle (2008), an employee has a right not to fulfill the extra requirements of a job and still maintain their employment status. A business’s presumptions of wrong and right and the expected behavior are referred to as its code of ethics (“Lesson 7”). An ethical code, therefore, provides specific guidelines to the achievement of a company’s objectives. A set code of contact aids the attraction and maintenance of desired employees, right from recruitment to reward systems. The process of creating a code of ethics involves a lot of information gathering from the business associates and the legal aspects. I recommend XYZ to use a Balance Experiential Inquiry process to create a code of ethics. “Balanced experiential inquiry (BEI) is an alternative approach to ethics training that overcomes the aforementioned limitations regarding process and content” (Sekerka, 2014). Per Sekerka, participants in BEI engage in a workshop where the employees use their own experiences as the platform for learning and discovery (Sekerka, 2014). The BEI workshop would help open the eyes of the sales team on the consequences their actions caused or might cause. After the internal reflection period, participants are placed in pairs and share their ethical challenges and reflections. Participants then engage in a group discussion where volunteers share their ethical challenges and reflections. “Besides participants’ consideration of both the favorable and unfavorable aspects of how people address their ethical challenges, BEI seeks balance in other respects where participants ponder factors that promote and elements that curtail ethical action at both the individual and organizational levels” (Sekerka, 2014). The purpose of an ethical code is to inspire, regulate and guide decision making in support of the corporate culture. Works Cited Lesson 07: Creating and Managing an Ethics Program. Lecture notes. Dieterle, J. (2008). Freedom of Conscience, Employee Prerogatives, and Consumer Choice: Veal, Birth Control, and Tanning Beds. Journal of Business Ethics, 191-203. Sekerka, L. E. (2014). Ethics Training in Action. Charlotte: Inforamtion Age. …
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