Managers encounter challenges when dealing with ethical issues involving individual employees. Their responsibilities include hiring, firing, disciplining, and conducting performance evaluations. Managers are also accountable for supervising their employees and setting a positive example in their departments. It is crucial for managers to efficiently address ethical concerns within the organization, although this might not always be feasible. Workplace behavioral problems exhibited by employees can significantly impact the overall atmosphere.
The manager bears the duty of addressing these issues in a morally suitable manner. Mishandling them with disrespect or lack of ethics can lead to additional problems and reduced productivity within the organization. Adherence to ethical principles is vital for many organizations. Managers and supervisors must establish robust ethical standards to handle disruptions in the workplace. So, what do we mean by ethics and business ethics? Ethics denotes a collection of moral principles that individuals or groups of people abide by.
Ethics in business pertains to evaluating ethical differences in right and wrong or good and bad behavior within the workplace. It is crucial for addressing employees’ daily ethical dilemmas and challenges. To offer guidance, many big companies adopt a written code of ethics, also referred to as a code of conduct.
Society’s accepted standards of behavior, known as morality, often serve as the foundation for ethical decision-making. Yet, determining truly ethical actions can be challenging due to the uncertainty surrounding what is right and wrong. While the law is frequently used as a reference, it may not always offer an accurate gauge since some actions could be legal but lack moral integrity. Ethics go beyond legality and encompass an individual’s personal values and principles. Unethical conduct among employees can stem from personal factors, as individuals bring their own moral compass to their professional roles.
The text highlights three important aspects related to unethical behavior in the workplace. Firstly, it acknowledges that personal interests do not always drive such behavior; there are instances where employees feel compelled to act unethically for the benefit of their company. Secondly, it emphasizes that organizational factors also contribute to unethical conduct. It is concerning that pressure to prioritize the company’s best interests can lead to unethical behavior. Lastly, the text underscores the significance of management influence. The manager sets an example and their actions convey what kind of behavior is considered acceptable. For instance, if employees witness their boss taking a long lunch break, they may be tempted to do the same even if they have been explicitly told otherwise.
There is a growing prevalence of unethical behavior among employees in organizations. This can be attributed to various factors such as employee theft, tardiness, sharing confidential information, drug and alcohol abuse at work, falsifying documents, discrimination and bullying towards colleagues, misusing company funds, neglecting personal hygiene standards, and improper use of email, social media, and cell phones during working hours. In order to address these issues effectively, it is essential for managers to handle them in an ethical manner. However, even managers themselves may find it tempting to bend the rules in an imperfect world.
One of the initial issues is the automatic termination of an employee without proper justification. Rather than organizing a meeting with written proof and involving a neutral third party to witness the conversation, managers should have evidence of unethical behavior. Managers are also aware that if it becomes a matter of their word against the employee’s, there is a high likelihood that they won’t be questioned. Similar personality traits contribute to managers who are power-hungry and overly aggressive in their interactions with employees, bordering on bullying. While assertiveness is productive and yields results, it should not cross into aggression. Managers who derive satisfaction from instilling fear will resort to this approach rather than addressing the underlying problem.
Managers who bully and resist change may have little concern for their behavior if the company approves of the results they achieve. Such managers may also bully in order to avoid taking responsibility for their actions and to divert attention from their own shortcomings, which may have influenced employees’ unethical decision-making. Similar motives can be observed in cases of harassment, as some managers rely on a “fear” approach to handle issues. Instead of confronting problems directly, they frequently resort to constantly checking on employees or believing that monitoring their actions from a distance will solve behavioral issues. While these methods may yield desired outcomes, it does not justify them ethically. Moreover, with the increasing prevalence of cellphones in the workplace, managers may exploit the ability to contact employees at any time.
In many cases, a harassing manager may reprimand employees experiencing stress, viewing it as a weak justification for their poor performance. This can be seen through constant statements like “get back to work” and a constant hovering presence. On the opposite end of the spectrum, some managers struggle to address unacceptable employee behavior. They may feel insecure or uncomfortable approaching employees. Some managers prefer to retain employees who are producing results and not causing trouble, rather than reporting or firing them and having to train someone new. This could be due to a fear of having their management skills questioned or the time and energy required to train a replacement. Occasionally, managers believe that the problem will naturally resolve itself.
Some individuals may lack assertiveness and choose to ignore conflicts with other adults, especially new managers who are inexperienced in conflict resolution. These managers struggle to find the right language and techniques to address these issues. Moreover, if managers have previously failed at problem-solving, they may become disheartened and lose motivation to keep trying. This loss of hope and commitment is a common response when managers feel their efforts have been futile. Additionally, unsuccessful attempts at conflict resolution can make them fear that others have lost faith in their abilities: “I don’t know where to start.”
“Evaluating a situation and devising a plan requires energy and focus. Abstaining from action does not lead to resolution, so it is wise to develop a plan with specific objectives in mind. Seeking assistance as needed is crucial for carrying out the plan. Many individuals prioritize their ‘real work’ and delegate personnel issues to human resources, just as they would handle accounting issues by sending them directly to the Accounting department.”
The responsibility of recruiting, hiring, and problem-solving falls on human resources managers. However, it is equally crucial for managers to stay informed and engaged in the organization’s matters. Moreover, when issues remain unresolved, HR often gets blamed by managers. Biases and judgment errors can affect the evaluation of employee performance, which disrupts the process. When confronted with a behavioral problem, managers tend to assume that “all-star” employees are not at fault and instead focus on average employees. Neglecting to address the issue can exacerbate it and lead to new problems and jealousies among employees. This situation illustrates the horn and halo effect.
Supervisors’ treatment of subordinates can be significantly influenced by personal biases, which can stem from various sources such as information from colleagues, personal beliefs, social and family background, and more. Biases are shaped by factors like race and ethnicity, involving divisions based on physical traits like skin color, hair color, and facial features. These differences originated in ancient times when different groups emerged in separate parts of the world. Ethnicity refers to shared characteristics that distinguish one group from others in the same society, including common ancestry, culture, language, nationality, religion or a combination of these factors.
Gender and sexuality are issues that involve biases towards employees or employee groups based on their sex. These biases result in disparities in job opportunities, such as promotions, pay, benefits, privileges, and conflict resolution methods due to gender-related attitudes. Despite an increasing recognition of sexual orientation, evaluations and classifications persist. Managers sometimes use deceptive tactics with underperforming employees or create artificial deadlines. These measures are not extreme; usually just a day or two earlier than the actual deadline to provide sufficient time for task completion while considering unexpected difficulties.
Employees in major organizations often complain about promised rewards or bonuses that never materialize. This is particularly prevalent when higher-ranking employees are aware that their subordinates are reliant on their jobs and take advantage of this vulnerability. They are confident that these promises can go unfulfilled without any consequences, as the employees are unlikely to complain or quit. When issues arise, managers may unfairly distribute the workload by burdening certain employees with more tasks, while giving the “slackers” less responsibility without prior notice or increased compensation. This temporary solution is unfair and only creates more problems in the long run. In most cases, the employee with the increased workload will struggle to manage their time and other responsibilities may suffer, leading to potential errors or rushed work. The added stress may also result in absences, a negative work environment, reduced productivity, stress leaves, or ultimately, resignation.
To ensure appropriate decision-making, it is crucial to follow these fundamental steps. Step 1 involves carefully evaluating all the facts in the given situation. It can be easy to manipulate information for personal gain, but seeking external input can uncover overlooked aspects. Additionally, it is vital to consider the situation in light of one’s own values and those of the individuals involved.
Step 2 aims at increasing the chances of achieving better outcomes by making a fair prediction based on the gathered facts.
Step 3 entails recognizing and comprehending one’s feelings or inner conscience to guarantee proper rationalization of the scenario.
Lastly, before arriving at a decision, it is important to reflect on whether one can accept and live with it. This involves asking oneself questions such as “Am I willing to disclose my actions to others?” and “Will my self-perception improve or deteriorate as a result?”
Would I feel proud about my decision making and would expect others to do the same under similar circumstances? And would you want everyone to act the way you did? Step 5: Would you be able to have evidence to justify your decision if questioned?
Works Cited:
Hill, Charled W., and Garther R. Jones. Strategic Management an Intergrated Approach. 2009: Sengage Learning, Print.
“Human resource Management.” Management Study Guide. 2013. Web. 16 Mar. 2013.
Stead, Edward W., Worrell, Dan L., and Stead Jean Garner. “An integrative model for understanding and managing ethical behavior in business organizations.” Web. 9 Mar. 2013.
“What are Business Ethics.” Wise Geek. 2013.
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