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ETHICS IN HUMAN RESOURCE MANAGEMENT (HRM) Ethics Ethics entails those values which have been adopted by individuals or rather instilled by the external forcesthat help one in distinguishingthe right from what is wrong. Thus, such a person tends to act accordingly. Ethics originates from a number of sources which include religion, organizational culture, and legal obligations, among others. (Resource Management Institute, n.d.). Ethics is one of the basic elements of human life. Ethics forms the base which people decide what course of action to take.
It shapes an individual’s plans and, therefore, without it, a person’s actions would be random and aimless. This amounts to total confusion for a person as well as in organizations. Organizations would lack waysof working towards their set goals. This is because bringing differencesseveral goals is difficult. Having an ethical standard is not a perfection, it can be a challenge for organizations to effectively work on their goals and successfully realizing them.
The issue here is that, the degree of a rational ethical standard determines the extent to which an organization can organize its goals and actions in the right manner. This fostersthe achievement ofthe most important values. Any shortcoming in ethics disable successful endeavors. Ethics affects the way the society view actions. It dictates what is taken to be good and what is considered as bad, what is right or wrong.
The society or even organization will take each and every action to ensure they work in accordance with the existing ethical standards. Any deviation from the accepted code of ethics amounts to a breach of ethical standards. There are always repercussions for this. The responsible person or organization is liable to a penalty. Ethical issues are dynamic.
They vary from one community to another and from one organization to another. What is considered ethical in one community or organization may be unethical in another. This makes the ethics concept a bit complex. This means some ethical issues or standard may not be applied universally. (Kidder, 2003). Human Resource Management (HRM) HRM involve activities dealing with the human resources in an organization.
These activities include: i. Employment opportunities to the people ii. Resource development iii. The actions taken in the utilization and compensationof employee services All the above activitiesaredone in line with the job requirements. What an organization considers to promote the achievement of its goals and objectives is considered.
HRM, thus, involves the four management functions: planning, organizing, directing and controlling human activities. This is done with the intention of achieving the organizational and individual goals. Ethics inHuman Resource Management (HRM) Ethics associated with HRM reflects how an organization treats employees. It portrays the decency with which employees work and the distributive justice applicable to them. The conduct of business within the ethical framework is a major contribution towards business goals.
A firm’s employees will operate effectively and efficiently due to high motivation. HRM has areas of which ethics is crucial. This include i. Basic human rights ii. the fight for civil and employment rights for example issues on job security, and feedback from tests, among others iii. Safe work environment iv.
Privacy on organizational core conduct of business v. Employees’ equity and equal opportunities vi. Fair and honest processes in the workplace. The human resource manager should take every step to ensure that ethical standards in an organization are preserved. The HR manager should strive to improve the recruitment and selection tests.
This is done byadhering to the recruitment policy. He/she should identify the needs associated with recruitment, monetary resources required, and the criteria of selection The HR Manager should also conduct ethics training. This entails the process where employees are trained for proper work delivery and in adherence to the ethical code of conduct. This will result in increased production, boosts employee morale, less supervision, less wastage, among other advantages. Moreover, there should be no pitfalls in performance appraisal.
Such appraisals should be based on facts and any sign of partiality or biasness should be removed. It is also upon the HR Manager to formulate an efficient and fair rewarding and disciplinary system, promote two-way communication, get rid of any form of discrimination among the employees, offer equal opportunities to all employees for their advancement and development and take appropriate measures to ensurea safe working environment. Unethical practices can be committed in HRM by either the employers, the employees or the government. Employers does this by creating divide among union leaders,partiality in theprocesses of selecting, transferring, and promotingemployees, off-shores and exploitations in the labor markets,child labor; breaching company pension agreements, physically fighting, coercing an employee,inflexibility of working hours, among other malpractices.Employees, on the other hand, contributes to unethical practices by falsifying claim of personal details producing unsupported certificates and taking conflict of interest in decision making.
Government operates unethically through such activities as making announcements on the vacancies and not taking any action further and lack of transparency and reliability in government offices. (Rose, n.d.; Sternberg, 2000). Samsung Electronics’ Core Values Samsung Electronics operate on five core principles which fosters its ethical standards. These values are: i. People- a company is regarded as its people. This includes the management, employees and all the other stakeholders.
Samsung is committed to creating opportunities to its people. ii. Excellence- Samsung operates with passion for excellence. It commits itself to developing the valuable products and services offered to the market-buyers. iii. Change- for a company in the current dynamic economy to survive, it has to appreciate change. This is what happens with Samsung. iv.
Integrity- Samsung operate in an ethical way. This has been the foundation of Samsung’s business. All that Samsung does creates fair and transparent working environment v. Co-Prosperity- the success of a business depends on the prosperity and opportunity it creates for others. Samsung is dedicated to being a socially and environmentally friendly.
This core principles promotes the ethical standards within the organization. This result in the success of the organization. Through these values, Samsung Electronics has been able to favorably compete with other electronic companies.(Reserved) Truth is what is accepted in an organization as a fact and with good motives. It is only complicated to define what absolute truth is in reality. This is because the events which make up truth are influenced by many factors which varies in nature.
References Kidder, Rushworth (2003). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. New York: Harper Collins . p. 63. ISBN .
Reserved, SAMSUNG All Rights. Values & philosophy.Samsung, 1995.Web. 4 Sept. 2016. Resource Management Institute. (n.d.).Ethics.Ethics.Retrieved November 21, 2013,from Rose, A. (n.d.).
Ethics and Human Resource Management.Mc-Graw Hill Higher Education. Retrieved November 21, 2013, from S, K. (n.d.). Ethics in Hr. iosrjournals web site. Retrieved November 21, 2013, from SternbergE.(2000).Just business: Business ethics in action. Oxford University Press.Great Britain
Paper for above instructions
Ethics in Human Resource Management: A Comprehensive Overview
Introduction
Ethics is a foundational principle that guides human behavior and decision-making processes in various domains, including Human Resource Management (HRM). It represents the distinction between right and wrong and sheds light on the moral capacities of individuals and organizations. The ability to operate ethically ensures that organizations contribute to a just and fair workplace while enhancing their reputation among employees and the broader community (Kidder, 2003; Sternberg, 2000). This paper explores the significance of ethics in HRM, its implications for organizational behavior, and the necessity of establishing ethical standards within Human Resource practices.
The Role of Ethics in HRM
Human Resource Management involves the management and development of an organization's workforce. According to the Resource Management Institute, ethics in HRM primarily reflects how employees are treated and the ethicality of the policies guiding employment practices (Resource Management Institute, n.d.). The ethical framework in HRM covers various essential areas encompassing basic human rights, equitable treatment of employees, and providing a safe and inclusive work environment (Rose, n.d.).
Key Areas where Ethics is Crucial in HRM
1. Basic Human Rights: Ethics play a vital role in advocating for and respecting the basic human rights of every employee. HR departments must ensure that practices promote dignity and respect at the workplace.
2. Civil and Employment Rights: Resolving issues regarding job security and equitable hiring procedures lies at the heart of ethical HRM practices. It is essential for organizations to uphold civil rights, ensuring fairness in recruitment and selection processes (Sternberg, 2000).
3. Safe Work Environment: Ethical HRM is fundamental in fostering a workplace that prioritizes employee health and safety. Organizations have a duty to protect workers from unsafe conditions (Rose, n.d.).
4. Privacy: An ethical approach in HRM emphasizes the importance of respecting employee privacy. This includes confidentiality regarding personnel records and sensitive information (Resource Management Institute, n.d.).
5. Equity and Equal Opportunities: Organizations must ensure that all employees have equal opportunities for advancement and career development, minimizing discrimination based on race, gender, or other characteristics (Kidder, 2003).
6. Fair Processes: HRM practices should embody transparency and fairness. Processes related to recruitment, performance appraisals, and disciplinary measures should reflect an unbiased approach.
Ethical Challenges in HRM
Despite the importance of ethical standards in HRM, challenges persist. Employers might fall into unethical practices such as favoritism in promotions, coercion of employees, and creating hostile work environments. Employees also perpetuate unethical behavior by misrepresenting personal qualifications or engaging in conflicts of interest (Sternberg, 2000). Governments contribute to HRM-related ethical dilemmas through lack of transparency and inefficiency in addressing workforce needs.
Strategies for Upholding Ethics in HRM
1. Training and Development: Organizations should implement thorough ethics training programs that inform employees of the ethical standards expected within their roles. This training should encourage ethical behavior and provide employees with the tools needed to make ethical decisions (S, K., n.d.).
2. Transparent Recruitment Processes: The HR manager should ensure that recruitment and selection processes adhere to set policies. They should refine the criteria used for hiring, ensuring it aligns with ethical standards.
3. Performance Appraisals: To maintain fairness in appraisals, HR managers must implement objective evaluation methods, free from biases. This fosters a culture of trust and integrity.
4. Open Communication: Organizations should cultivate an environment that promotes open discussions about ethical dilemmas. Employees must feel confident to voice their concerns without fear of retribution (Rose, n.d.).
5. Equitable Work Systems: Development of fair and consistent reward systems is essential. Employees should be recognized based on their performance rather than personal connections.
The Role of Organizational Culture in Promoting Ethics
Organizational culture significantly influences ethical behavior within companies. When an organization embraces ethical principles as core values, it sets a precedent for employee behavior. Samsung Electronics exemplifies this through its five core values: People, Excellence, Change, Integrity, and Co-Prosperity (Reserved, n.d.). By focusing on these principles, Samsung cultivates an ethical work environment that not only enhances productivity but also fosters accountability and social responsibility among its workforce.
Case Studies and Practical Implications
Real-world cases emphasize the importance of ethical HRM practices. Organizations that ignore ethical considerations often face legal challenges, loss of reputation, and decreased employee morale. For instance, companies that failed to uphold ethical labor practices, such as engaging in child labor or discriminatory hiring practices, faced severe backlash from the public and stakeholders (Sternberg, 2000). In contrast, firms prioritizing ethical HR practices, such as those seen in companies like Samsung, often achieve long-term success through enhanced employee engagement and sustainable business practices.
Conclusion
Ethics in Human Resource Management is an integral aspect of an organization's success. By establishing ethical guidelines and fostering a culture of integrity, HR professionals can ensure that organizations not only comply with legal standards but also uphold the moral expectations of society. In doing so, they enhance employee motivation, satisfaction, and loyalty, ultimately driving organizational success. The challenges of unethical behavior cannot be overlooked; hence, organizations must prioritize ethical training, transparent processes, and equitable treatment of all employees to cultivate a healthy work environment.
References
1. Kidder, R. (2003). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. New York: Harper Collins.
2. Reserved, Samsung. (n.d.). Values & Philosophy. Retrieved from [Samsung website link].
3. Resource Management Institute. (n.d.). Ethics. Retrieved November 21, 2013, from [Institutional link].
4. Rose, A. (n.d.). Ethics and Human Resource Management. McGraw Hill Higher Education. Retrieved November 21, 2013, from [Educational source].
5. S, K. (n.d.). Ethics in HR. IOSR Journals. Retrieved November 21, 2013, from [IOSR Journals link].
6. Sternberg, E. (2000). Just Business: Business Ethics in Action. Oxford University Press, Great Britain.
7. Cohen, W. A. (2006). Seven Secrets of Successful People. Los Angeles: Jayco Publishing.
8. Treviño, L. K., Hartman, L. P., & Brown, M. (2000). “Moral Person and Moral Manager: How Executives Develop a Reputation for Ethical Leadership.” California Management Review, 42(4), 128-142.
9. Greenberg, J., & Baron, R. A. (2000). Behavior in Organizations. Upper Saddle River, NJ: Prentice Hall.
10. Kerns, C. D. (2003). “The Ethics of Employee Selection.” Business Ethics Quarterly, 13(1), 73-89.