BSAD 310 Spring 2017 - CH 13
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Transcript of BSAD 310 Spring 2017 - CH 13
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Chapter 13: Organizational
Ethics, Sustainability,
and Social Responsibility
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2Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Ethical Organizations• Unethical behavior by companies risks
loss of public trust and threatens integrity of business.
• Ethical business practices need to be reinforced on a global scale to offset continuing decline in business ethics.
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3Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Ethical Organizations• Ethics
– Application of values and principles to make right choice(s)
• Trust– Core of ethical business practices
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4Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Contributing Factors to Unethical Behavior
• Personality Traits and Attitudes– Such as integrity, honesty, sincerity
• Moral Development– Ability to distinguish right from wrong
• Preconventional level• Conventional level• Postconventional level
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5Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Contributing Factors to Unethical Behavior
• The Situation– Unethical behavior is often found in
organizations with no formal ethics policies or when unethical behavior goes unpunished.
• Justification of Unethical Behavior– People respond to incentives and can be
manipulated to behave ethically or unethically, depending on incentive.
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6Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Ethical Approaches • Golden Rule• Four-Way Test • Stakeholders’ Approach to Ethics• Discernment and Advice
– Research indicates that making decisions without using ethical guides leads to less ethical choices.
– Research shows companies having trust of employees experience lower turnover, higher revenue, profitability, and shareholder returns.
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7Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Codes of Ethics• Values • Principles• Management Support
– If senior managers pay no attention to code of ethics, subordinate managers and employees will follow suit.
• Personal Responsibility• Compliance
– Identify applicable laws or industry regulations that must be adhered to as part of a code of ethics.
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8Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 13-1: Berkshire Hathaway Code of Business
Conduct and Ethics30
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9Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Creating and Maintaining Ethical Organizations
• Authority – The right to give orders, enforce obedience, make
decisions, and commit resources toward completing organizational goals
• Responsibility – The obligation to answer for something/someone– The duty to carry out an assignment to a satisfactory
conclusion• Accountability
– Lies and cover-ups, not the initial unethical behavior, usually escalate problems to unmanageable proportions.
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10Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Managers Face Ethical Questions on a Daily Basis
• Bribery – Payments made to encourage favorable
decisions that may benefit a person or an organization while causing harm to other organizations or stakeholders
• Corrupt Payments to Government Officials – Payments made to allow companies to avoid
regulatory scrutiny by government agencies
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11Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Managers Face Ethical Questions on a Daily Basis
• Employment and Personal Issues – Managerial decisions that determine who
to hire or fire; decisions affect productivity, absenteeism, and turnover
• Marketing Practices – Dishonest and predatory marketing
practices can devastate a company’s image in the marketplace.
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12Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Managers Face Ethical Questions on a Daily Basis
• Impact on Economy and Environment – Disregard for health and safety in use and
abuse of hazardous materials has damaging effects on a company’s reputation.
• Employee and Customer Privacy – Technological ability to gather and maintain
sensitive business and customer data creates an obligation to use data only for legitimate purposes.
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13Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Corporate Social Responsibility (CSR)
• CSR is belief that organizations have a duty to all societal stakeholders to operate in a manner that takes each of their needs into consideration.
• Social responsibility goes beyond legal and economic obligations to make sound decisions by acting in ways that benefit society.
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14Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Corporate Social Responsibility (CSR)
• Companies should strive to improve quality of life without destroying environment.
• Companies should compete fairly with competitors and work with suppliers in a cooperative manner while abiding by laws and regulations imposed by government.
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15Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Stakeholders and CSR• Corporate compliance laws at state and
federal levels dictate adherence to ethical standards.
• Laws protecting older workers• Female executives and the “glass
ceiling”• LGBT employees• Diversity management
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16Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Increasing Diversity• The birthrate of Caucasian children is now
less than 50% of the total birthrate. • In 10 states, white children are a minority,
and in 23 states, minorities now make up more than 40% of the child population.
• One in 12 children (8%) born in America are offspring of illegal immigrants, and those children are U.S. citizens.
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17Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 13-2: Levels of CSR
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18Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Sustainability• Sustainability is the state of physical
and psychological wellness in the workforce; refers to meeting needs without compromising the corporation’s ability to meet future needs.
• Sustainability Training – Organizations with sustainability programs
tend to gain trust of customers and surrounding communities.
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19Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Sustainability• HR and Organizational Sustainability
– Green companies act to minimize damage to environment.
– Nearly all of the world’s top 150 companies have a sustainability officer who serves at rank of vice president or higher.
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20Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
The Sustainable 21st Century Organization
• Benefits of Sustainability – 6% of companies indicate sustainability
initiatives are necessary to remain competitive in world markets.
• Sustainability-Based Benefits – Reward workers for taking public
transportation and reducing carbon footprints to support sustainability movement
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21
Exhibit 13-3: Resources for Corporate Sustainability (see p. 343)
• World Business Council for Sustainable Development (WBCSD)
• International Organization for Standardization (ISO)• International Institute for Sustainable Development (IISD)
• United Nations Global Compact• International Organization for Sustainable Development
(IOSD) • World Economic Forum (WEF) • National Association of Environmental Managers (NAEM)
• Corporate Social Responsibility Newswire (CSRwire)
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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22Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Trends and Issues in HRM• Sustainability-Based Benefits
– A number of companies are looking at options for providing benefits to their employees that assist with improving environmental stability and sustainability over the long term.
• Does Diversity Training Work?– Organizations must create a cultural change
in order for diversity training to be successful.