HRIR 201: Managing Human Resources & Industrial Relations

Week 11: Tuesday 29 May 2012
Ethics and HRM & IR Course lecturer: Jane Bryson

The business of HRM & IR . Green workplaces 10. Good work and good workplaces 8. Employee engagement & voice at work 7. The NZ workplace context 4.Recap 1. HRM. High performance workplace systems 5. Diversity at work 9. IR and the workplace 2. Skills in the workplace 6. Studying and thinking critically 3.

This week Ethics and HRM & IR • What are ethical issues in the workplace? • Ethical tensions in the HRM role? • How can we think about and resolve them? Ref: Bryson. Chapter 11 in Bryson & Ryan (2012) .

Imagine you are an HR advisor and a staff member has told you ‘in confidence’ about a bullying situation in her team between the team leader and another team member. What do you do? Why? .

What are ethical issues? .

what one ought to do. independent of any consequences Duty . responsibilities or obligations one has. focusing on the duty.Duties. An example is the human right to be treated with dignity and respect .Rights that you and/or others in the situation have. Examples are duties of care.How do we think about ethical issues? Key Concepts Deontology .Deontological theories take a duty and rights-based approach to moral action. duties to do no harm. and obligations to act in good faith Rights .

organisations. communities. acting from self-interest.Key concepts continued… Teleology . environments. etc of a specific decision Social contract .the impact on individuals. Consequentialism judges the moral value of an action as a function of its consequences (real or probable). groups.The core of teleological theories is the denial that any action is intrinsically right or wrong. agree on rules likely to be most generally satisfactory even when they may involve some personal sacrifice .a social contract is suggested in which people. Consequences .

Common types of ethical dilemma in the workplace • Justice (for all) versus care (for an individual) • Morality versus organisational performance • Confidentiality versus honesty .

Range of HRM activities • • • • • • • • • • • Work design Recruitment & selection Rewards & remuneration Performance management Training & development Employment /industrial relations Health & safety Diversity management Career development Restructuring & change processes Organisation development .

How do we resolve ethical issues? Whose interests do HR advisors represent? What guides HR decisions? .

HRIR 201: Managing Human Resources & Industrial Relations Week 11: Thursday 31 May 2012 Ethics and HRM & IR. continued… Course lecturer: Jane Bryson .

Chapter 11 in Bryson & Ryan (2012) .This week Ethics and HRM & IR • What are ethical issues in the workplace? • Ethical tensions in the HRM role? • How can we think about and resolve them? Ref: Bryson.

about individuals)? .• Can HRM promote worker well being & dignity at work as well as contributing to the productive efficiency of the business? • What guides HRM decisions (about the business.

Discerning between the ethical and legal (with HRM examples) For example: Most well-managed HRM practices that attend to issues of due process and fairness. the school someone attended. For example: Unsafe work environments. . Illegal Pay differences (for identical work) that exist due to gender. or their shoe colour.. Ethical Unethical For example: Turning a ‘blind eye’ to the lack of a work permit in order to give a job to someone who clearly needs it and is well qualified for it. Legal For example: Discrimination in the workplace on the basis of factors clearly irrelevant to work ability and performance. e.g.

HRINZ Code of Professional and Ethical Behaviour: general principles Confidentiality Equal opportunities Equity and fairness Self-development Development for others Advice and information Counselling Integrity Consultants Legality Professional and ethical behaviour Social/environmental (Source: HRINZ) .

Range of ethical responses Ethically active Ethical courage & assertiveness Active response Ethical awareness Silent response (recognition of issues) Ethically inactive Deliberate neutrality or tolerance Quietism .

consequences and agreement on priority decision principles (eg. etc) • Understand where people fit in the business (their value. the organisation’s obligations and duties and promises) • Examine the ethics of the business and HR strategies. the demands. rights.The ethical HR practitioner integrity. constraints. ethical reasoning skills. ethically active • Understand the business (what it does. etc) . ethical awareness. dignity. harm reduction. justice/fairness. and business decision making • Facilitate examination of interests. duties.

Ethics in the organisation • • • • • • Whistleblowing Codes of conduct Training Organisational culture Communication Voice .

Wider ethical context of organisations • Importance of Industrial/employment relations framework • Work related legislation • Alternative voice mechanisms • Alternative accountability mechanisms • Importance of other institutions (local & international) • Other legislation (eg company. etc) • Professional bodies • Community groups • The media . environmental.

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