Describe The Three Major Ethical Theories Provided Develop Your Own E ✓ Solved

Describe the three major ethical theories provided. Develop your own ethical decision making philosophy. Instructions Major ethical theories, as well as other ethics principles . Write your personal ethics and philosophical theory based on either: Virtue Ethics, Teleological, and Deontological. Explain which theory guides your decision-making in your personal life, as well as in your current/future professional employment.

Include personal experiences that have helped shape your ethical philosophy and decision-making skills. As future professional leaders, provide your leadership style that will help ensure moral conduct in your workplace. Identify specific practices you would employ to guide better decision-making. Base your personal philosophy on your background, experiences, and choices made. These theories may also be researched further on the Internet if desired.

Minimum four (4) double-spaced pages .Follow APA format. Provide references if used. Ethical Decision-Making • 1. Identify the correct problem/issue to be solved/decided • 2. Gather all info from all resources • 3.

Explore codes of conduct/ethics • 4. Examine personal values and beliefsreflection • 5. Consult peers- similar situations? Ethical Decision-Making • 6. List all options (choices that can be made) • 7.

Look for win-win situation (for all sides) • 8. What if this was in newspaper? Will it affect your decision? • 9. Sleep on it- no hasty or impulsive decisions • 10. Make best decision • 11.

Evaluate your decision Virtue ethics · Virtue-based ethical theories place much less emphasis on which rules people should follow and instead… · …focuses on the development of good character traits, such as kindness, honesty and generosity. · 1. General moral excellence. 2. A specific moral quality regarded as good. 3.

Chastity. Historically, virtue theory is one of the oldest normative traditions in Western philosophy, having its roots in ancient Greek civilization · Plato emphasized four virtues in particular, which were later called cardinal virtues : · Wisdom · Courage · Temperance -Justice Other important virtues mentioned by virtue ethics theorists are fortitude, generosity, self-respect, good temper, and sincerity · These character traits will, in turn, allow a person to make the ethical decisions throughout life. · Virtue theorists also emphasize the need for people to learn how to break bad habits of character, like greed anger, malice, or dishonesty. · Virtue theory emphasizes moral education since virtuous character traits are developed in one's youth. · Adults (parents/guardians), therefore, are responsible for instilling virtues in youth.

Teleological: Origin · Teleological, from the Greek word telos , or end, since the end result of the action is the sole determining factor of its morality. · Teleological moral systems are characterized primarily by a focus on the consequences which any action might have (for that reason, they are often referred to as consequentalist moral systems) · An action is morally right if the consequences of that action are more favorable than unfavorable. · Consequentialist theories became popular in the 18th century by philosophers who wanted a quick way to morally assess an action by appealing to experience , rather than by appealing to gut intuitions or long lists of questionable duties. · Consequentialist or teleological normative principles require that we first tally both the good and bad consequences of an action. · Second , we then determine whether the total good consequences outweigh the total bad consequences. · If the good consequences are greater, then the action is morally proper.

If the bad consequences are greater, then the action is morally improper. · Deontological · Deontological is derived from duty theories that base morality on specific, foundational principles of obligation . · These theories are sometimes called deontological, from the Greek word deon , or duty, in view of the foundational nature of our duty or obligation. · Deontology is a highly principled ethic which does not concern itself directly with consequences. · They are also sometimes called nonconsequentialist since these principles are obligatory, irrespective of the consequences that might follow from our actions. · Assumption: Certain moral rights exist prior to social conventions and laws · Rule: Respect the rights of others · Rights are correlated with duties or responsibilities · Thus, in order to make the correct, moral choices, we simply have to understand what our moral duties are and what correct rules exist which regulate those duties. · When we follow our duty , we are behaving morally.

When we fail to follow our duty, we are behaving immorally. · In a classic example, suppose I borrow my neighbor's gun and promise to return it when he asks for it. One day, in a fit of rage, my neighbor pounds on my door and asks for the gun so that he can take vengeance on someone. On the one hand, the duty of fidelity obligates me to return the gun; on the other hand, the duty of nonmaleficence obligates me to avoid injuring others and thus not return the gun. Techniques of Employee Selection & Recruitment Chapter 8: External Selection 1 Muhammet Sait Dinc [email protected] Textbook: Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing Organizations, McGraw-Hill Irwin.

ISBN 13: . mailto: [email protected] Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management Support Activities Legal compliance Planning Job analysis Core Staffing Activities Recruitment: External, internal Selection: Measurement, external, internal Employment: Decision making, final match Organization Mission Goals and Objectives Staffing Organizations Model 8-3 Chapter Outline • Preliminary Issues • Logic of Prediction • Nature of Predictors • Development of the Selection Plan • Selection Sequence • Initial Assessment Methods • Resumes and Cover Letters • Application Blanks • Biographical Information • Initial Assessment Methods • References and Background Checks • Handwriting Analysis • Literacy Testing • Genetic Testing • Initial Interview • Choice of Methods 8-5 Learning Objectives for This Chapter • Understand how the logic of prediction guides the selection process • Review the nature of predictors—how selection measures differ • Understand the process involved in developing a selection plan, and the selection sequence • Learn about initial assessment methods and understand how these methods are optimally used in organizations • Evaluate the relative effectiveness of initial assessment methods to determine which work best, and why • Review the legal issues involved in the use of initial assessment methods, and understand how legal problems can be avoided 8-6 Preliminary Issues • Logic of prediction • Nature of predictors • Development of the selection plan • Selection sequence 8-7 Logic of Prediction: Past Performance Predicts Future Performance • Not specific enough to make selection decisions • Job titles • Number of years of experience • What counts is the specific types of experiences required and the level of success at each 8-8 Nature of Predictors • Content • Sign: A predisposition thought to relate to performance (e.g., personality) • Sample: Observing behavior thought to relate to performance • Criterion: Actual measure of prior performance • Form • Speed vs. power: How many versus what level • Paper / pencil vs. performance: Test in writing or in behavior • Objective vs. essay: Much like multiple-choice vs. essay course exam questions • Oral vs. written vs. computer: How data are obtained 8-9 Development of the Selection Plan: Steps Involved 1.

Develop list of KSAOs required for job • KSAOs are provided by job requirements matrix 2. For each KSAO, decide if it needs to be assessed in the selection process 3. Determine method(s) of assessment to be used for each KSAO Ex. 8.3 Assessment Methods by Applicant Flow Stage •Initial assessment methods •Minimize the costs associated with substantive assessment methods by reducing the number of people assessed Discussion questions • A selection plan describes which predictor(s) will be used to assess the KSAOs required to perform the job. What are the three steps to follow in establishing a selection plan?

8-12 Resumes and Cover Letters • Information provided is controlled by applicant • Information needs to be verified by other predictors to ensure accuracy and completeness • Major issues • Large number received by organizations • Falsification and misrepresentation of information • Lack of research exists related to • Validity or reliability • Costs • Adverse impact 8-13 Overview of Application Blanks • Areas covered • Educational experience • Training • Job experience • Key advantage -- Organization dictates information provided • Major issue -- Information requested should • Be critical to job success and • Reflect KSAOs relevant to job • Sample application blank - Exh. 8.4 Sample Application for Employment Application Blanks • Areas of special interest • Educational requirements • Level of education • GPA • Quality of school • Major field of study • Extracurricular activities • Training and experience requirements • Licensing, certification, and job knowledge • Weighted application blanks • Evaluation --> Å• = .10 to Å• = .

Biographical Information / Biodata • Personal history information of applicant’s background and interests • “Best predictor of future behavior is past behavior†• Past behaviors may reflect ability or motivation • Measures • Exh. 8.5: Examples of Biodata Items • Biodata compared with background checks • Background check • examines an applicant’s background • conducted through records checks and conversations with references • Biodata • used to predict future performance • information is collected by survey 8-17 Exhibit 8.5 Examples of Biodata Items 8-18 Evaluation: Biographical Information / Biodata • Test-retest reliability can be high: .77 to .90 • Predictive validity moderate: r = .32 to .37 • Issues • Generalizability beyond first group? • Although predictive validity exists, it is not clear what these inventories assess • Falsification can be a big problem 8-19 Reference Reports: Letters of Recommendation • Problems • Inability to discern more-qualified from less-qualified applicants • Lack of standardization • Suggestions to improve credibility • Use a structured form • Use a standardized scoring key 8-20 Reference Reports: Reference Checks • Approach involves verifying applicant’s background via contact with • Prior immediate supervisor(s) or • HR department of current of previous companies • Roughly 8 of 10 companies conduct reference checks • Problems • Same as problems with letters of recommendation • Reluctance of companies to provide requested information due to legal concerns • Exh.

8.7: Sample Reference Check 8-21 Reference Reports: Background Testing • Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment • Type of information requested • Criminal history • Credit information • Educational history • Employment verification • Driver license histories • Workers’ compensation claims • Key issues • Limited validity evidence • Legal constraints on pre-employment inquiries 8-22 Evaluation of Reference Reports • Predictive validity limited: r = .16 to .26 • Validity depends on source providing information • HR department, coworker, or relative • Supervisors • What sources do you think work best? • Cost vs. benefit of approach must be considered 8-23 Genetic screening • Done to screen out people who are susceptible to certain diseases (e.g., sickle cell anemia) due to exposure to toxic substances at work • Genetic screening is not widespread, companies such as Du Pont and Dow Chemical experimented with it to protect their employees • Court decisions have ruled that genetic screening is prohibited under the Americans With Disabilities Act (ADA) • genetic testing is permissible only when consent has been granted by the applicant or when test results directly bear on an applicant’s ability to perform the job 8-24 Initial Interview • Characteristics • Begins process of necessary differentiation • Purpose -- Screen out most obvious cases of person / job mismatches • Limitation -- Most expensive method of initial assessment • Video and computer interviews • Offers cost savings 8-25 Evaluation of Initial Interview • Minimal evidence exists regarding usefulness • Guidelines to enhance usefulness • Ask questions assessing most basic KSAOs • Stick to basic, fundamental questions suitable for making rough cuts rather than subjective questions • Keep interviews brief • Ask same questions of all applicants Choice of Initial Assessment Methods 8-26 Thank you Summer 2020 HRM410: Techniques of Employee Selection & Recruitment Weekly Assignment – (Turnitin) - 4 - (Sunday - 20/09/2020 –23:59 PM) Coverage: Chapter 8 Name University ID No.

Refer to Chapter 8, read the Case Study and answer the questions. Case Study You have probably read over the years a number of stories in the press about employees – particularly in the medical, educational and caring professions – who have lied about their backgrounds and qualifications in order to obtain work. Some of these stories have had alarming outcomes; hence the press coverage. It would appear that due to the competitive nature of today’s job market, there is more temptation for some applicants to embellish the contents of their CVs. One medium-sized organization found themselves in difficulties recently when they appointed a finance director.

His CV indicated that he had an impressive array of qualifications and was experienced in the industry sector. It quickly became apparent, however, that he was not up to the job. The HR manager was notified and was concerned to learn, four weeks after he commenced employment that a reference request to his former employer had been returned as ‘not known at this address’. Further investigations showed that the finance director did not have the qualifications that he claimed, and that he had been dismissed by one of his previous employers for alleged fraud, although he had not been prosecuted. The finance director remained unaware of the HR manager’s investigation until it had been completed and the decision was taken to dismiss him.

This ‘damage limitation’ strategy was successful in that the company was not financially exposed, but the experience did cost the company time and money, and they then had to start the recruitment and selection process all over again. Source: Human Resource Practice by Malcolm Martin & Fiona Whiting, CIPD . Explain the advantages & disadvantages of hiring an external agency to conduct applicants’ background checks. How can HR justify the additional cost of using an external agency? (50%) 2. Explain the difference between Credit Checks & Criminal Checks. For which kind of positions are such checks most crucial? (50%)

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Ethical Theories and My Personal Ethical Decision-Making Philosophy

In the landscape of ethical philosophy, three major ethical theories stand out: Virtue Ethics, Teleological Ethics, and Deontological Ethics. Each of these frameworks provides distinct approaches for evaluating moral behavior and guiding decision-making.

1. Virtue Ethics

Virtue Ethics focuses on the development of good character traits or virtues. Rooted in ancient Greek philosophy, especially in the works of Aristotle and Plato, it emphasizes the moral character of individuals rather than strictly adhering to rules or focusing on outcomes (Hursthouse, 2017). According to virtue ethics, actions are considered ethical if they stem from virtuous traits like honesty, bravery, and kindness. The key idea is that by cultivating these virtues, individuals naturally make ethical choices (Flanagan, 2017).
The theory posits that moral education plays a crucial role; virtues are primarily instilled during childhood through interactions with parents and community members (Hursthouse, 2017). As such, Virtue Ethics calls for a focus on personal character development and the conscious practice of good behaviors.

2. Teleological Ethics

Teleological Ethics, often classified as consequentialist views, evaluates moral actions based on their outcomes or consequences (Kant, 2002). The term 'teleological' stems from the Greek word "telos," meaning 'end' or 'purpose.' This ethical framework suggests that a morally right action is one that maximizes positive consequences and minimizes negative results.
Utilitarianism, one of the most prominent forms of Teleological Ethics, asserts that the ethical value of an action is determined by its overall utility or happiness produced for the greatest number of people (Mill, 2015). Therefore, an action is justified if its consequences lead to a net increase in happiness.

3. Deontological Ethics

Deontological Ethics centers on the concept of duty or obligation. Derived from the Greek word 'deon,' meaning 'duty,' this ethical theory posits that individuals have certain moral duties and rights regardless of the outcomes these actions might produce (Kant, 2002). Deontologists contend that certain actions are inherently right or wrong due to established moral rules. For example, telling the truth is often seen as a moral obligation, irrespective of the potential consequences.
Immanuel Kant, a key figure in Deontological Ethics, posited the "categorical imperative," which proposes that one should act only according to that maxim which they can will to become a universal law (Kant, 2002). This principle places a strong emphasis on individual rights and the importance of adhering to moral duties.

Personal Ethical Decision-Making Philosophy

My ethical decision-making philosophy is significantly influenced by Virtue Ethics, complemented by elements of Deontology. I believe that moral character development enhances not only personal integrity but also communal well-being. My approach to ethics encompasses both character cultivation and prioritizing moral duties.

Foundational Experiences

My values have primarily been shaped by my upbringing. Raised in an environment that emphasized integrity, empathy, and social responsibility, I internalized a belief in the importance of virtues. Specifically, I recall a scenario in high school where I witnessed a fellow student being bullied. Instead of passively observing, I intervened, driven by a sense of moral duty. This moment was pivotal in understanding the value of courage—one of the cardinal virtues (Hursthouse, 2017). It reinforced my commitment to act ethically, regardless of social pressures.
In my professional journey, I aim to create a workplace that mirrors these values. As a leader, I firmly believe in fostering a culture that embraces virtuous traits. By cultivating an environment where kindness, respect, and encouragement are paramount, I would ensure that my team remains conscious of their actions and their broader impacts.

Leadership Style and Practices for Effective Decision-Making

As a future professional leader, my leadership style will blend transformational and servant leadership. Transformational leaders inspire their teams to achieve greater heights through shared vision and moral encouragement, while servant leaders prioritize the growth and well-being of their employees (Greenleaf, 1977). This duality will inform my commitment to ethical conduct.
To guide better decision-making, I would implement specific practices:
1. Ethical Training Sessions: Implement workshops focusing on ethical dilemmas that encourage team members to reflect on their values in decision-making (Brown et al., 2005).
2. Open Communication: Establish effective communication channels that enable team members to voice concerns without fear of retribution (Edmondson, 1996).
3. Create Accountability Mechanisms: Develop guidelines to hold team members accountable for their actions, reinforcing the idea that integrity isn't just an abstract concept but a personal commitment.
4. Inclusive Ethics Discussions: Incorporate regular discussions on moral philosophy within meetings, allowing the team to collaboratively explore various ethical dilemmas (Leavitt, 2005).
5. Seek Feedback: Regularly solicit feedback on decision-making processes to assess their adherence to ethical standards. This practice reflects humility and a willingness to learn.
6. Promote Transparency: Historically, transparency has fostered trust within organizations. Sharing decision-making rationales can help employees understand what drives ethical choices (Groenewegen, 2015).
7. Maintain Dispassion in Decision-Making: Adhere to the Deontological principle of not letting emotional decisions cloud moral judgment—encouraging reflection before acting.
8. Community Engagement: Encourage team participation in community service to cultivate virtues like empathy and generosity, strengthening their moral compass (Buchholz, 2005).

Conclusion

In closing, my ethical decision-making philosophy is rooted in Virtue Ethics, supported by Deontological principles. By prioritizing character development and moral duties, I aim to navigate challenges with integrity. Furthermore, by fostering a workplace culture that encourages open communication, accountability, and ethical reflection, I am committed to leading with moral purpose. Ultimately, my goal is to enhance individual growth while contributing to a cohesive and ethically sound organizational environment.

References

1. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A review and future directions. The Leadership Quarterly, 16(6), 655-668.
2. Buchholz, R. A. (2005). The ethics of corporate social responsibility. Business Ethics Quarterly, 15(3), 471-487.
3. Edmondson, A. C. (1996). Learning from failure in team settings. Journal of Small Group Research, 27(3), 306-328.
4. Flanagan, O. (2017). The Bodily Roots of Right and Wrong. Cambridge University Press.
5. Groenewegen, P. (2015). Transparency and ethics: An assessment of the role of ethical transparency. Journal of Business Ethics, 129(2), 407-420.
6. Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
7. Hursthouse, R. (2017). Virtue ethics. In The Stanford Encyclopedia of Philosophy. Retrieved from https://plato.stanford.edu/archives/sum2017/entries/ethics-virtue/
8. Kant, I. (2002). Groundwork for the Metaphysics of Morals. Cambridge University Press.
9. Leavitt, K. (2005). Ethical decision-making: Values, the law, and corporate responsibility. Corporate Governance Review, 20(1), 62-74.
10. Mill, J. S. (2015). Utilitarianism. The Floating Press.