Ethical Problems of

Managers
Chapter 6

Employee Engagement
Actively engaged:

Passionate and enthusiastic

Feel profoundly connected to the company
Drive innovation
Move the company forward
Eagerly go all the extra mile

Employee Engagement
Not engaged:

checked out
Sleepwalking
Put time but not passion or energy into their
work
May or may not go the extra mile

Employee Engagement
Actively disengaged:

Its not my job

Negative drag on the culture
Little or no company loyalty
Undermine what engaged coworkers
accomplish
May well sabotage company initiatives and
employee goodwill

Drivers of Engagement
Line of sight
Involvement
Information sharing
Rewards and recognition

Managing the Basics

Hiring and work assignments
Performance evaluations
Discipline
Terminations

Managing a Diverse Workforce

Diversity
Harassment
Family and personal issues

Manager as Lens
Begin with clear standards
Design a plan to continually communicate

your standards
Managers are role models

Managing Up and Across

Honesty is rule one
Standards go both ways

Linda K. Trevino and Katherine A. Nelson,

Managing Business Ethics, (Wiley, New
Jersey) pp. 152-176.