IN THE CONTEXT OF HUMAN RESOURCE MANAGEMENT, VALUES AND ETHICS
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Course
Professor
Institution
City
Date
In the Context of Human Resource Management, Values and Ethics
The rise of allegations of dishonest or unethical behavior in today’s corporations is a topic that has surprised business owners and managers. The disregard for environmental concerns, kickbacks, bribes, and stock market manipulations is becoming more common. To comprehend these behaviors, the function of personal ethics and values in organizations and workplaces must be thoroughly investigated. Unfortunately, no defined principles regulate people’s actions in the real world, preventing them from being termed ethical. That is to say, what a person considers ethical may be erroneous and unethical in the eyes of others. The values and ethical principles that influence personal decision-making will be examined in this study.
I constantly consider certain moral standards while making personal or organizational decisions, which are primarily molded by religious influence, cultural practices, and societal norms. When I make a decision, the first thing I think about is how my decision will influence the majority of the organization. Every decision has a varied impact on different people in the organization. Some people will be negatively impacted, while others will benefit. As a result, I will consider an action to be ethical if it benefits the majority of the organization’s members. In many circumstances, a decision is regarded morally correct because it benefits the greatest number of individuals (Nordberg, 2008, 40). That is, the decision is morally correct if the overall benefits for the people affected outweigh the overall gain from the skipped decisions.
Similarly, while making an organizational choice, I frequently consider all people’s risks and well-being. Before making any company decision, I carefully consider all of the other people’s requirements and values. Taking other people’s values and needs carefully is always ethically correct in my opinion. All of the requirements of those affected by the decision are recognized, as are the information and options available to them in order to maintain their well-being. Humane concern for groups and individuals in the organization should always be considered while making decisions (Danckert, Mckenzie, & Baker, 2019, 4). The ethical option should pose no or minimal hazards to the general public.
If I were a freshly hired human resource director in a bank, the first thing I would do is review the bank’s culture. All of the bank’s norms and values that shape people’s mindsets and behaviour will be thoroughly examined. Any culture that fosters wrongdoing in order to create risk cultural vulnerabilities will be eradicated. Headline risks, compliance, and financial catastrophe are always caused by flaws in company culture (“Royal commission into…”, 2018, 379). I will ensure that the bank’s risk culture undergoes considerable transformation. Organizational risk cultures are always important in moulding people’s decisions and actions within the bank, as well as influencing the institution’s attitude toward its stakeholders and regulators. I will advocate for the establishment of a strong risk culture at the bank that continuously values and encourages risk awareness, judgements, and risk-taking behaviors. A flawless risk culture promotes risk-taking and ensures that developing risk activities that exceed the institution’s risk appetite are identified, escalated, assessed, and dealt with on time.
Furthermore, as a human resource director, my top aim would be to design a policy that lowers wrongdoing in the organization. The rule will keep misbehavior and misconduct in the bank to a bare minimum, such as bribery, money laundering, and other unethical practices (Bassot, 2016, 86). First and foremost, I will work to establish an organizational value that will guide all employees’ actions. Second, I will work to guarantee that the institution’s employees are engaged. I’ll do it through electrifying the workplace, controlling performance, keeping top personnel, and developing the employee-employer relationship. Employees will be driven to improve their performance through adequate communication and motivation tactics such as offering rewards and punishments. Employee motivation will drastically lower the likelihood of misbehavior.
Despite my efforts as a human resource director to improve the bank’s culture, various hurdles and barriers may occur to stymie the process. The primary problem I’ll encounter is that what I deem unethical and misconduct may be seen as a good deed by others. There is no global rule that governs decent behavior all around the world (Nankervis, Baird, Coffey, & Shields, 2019, 55). Ethical values differ due to variances in cultures and faiths. Integrity and honesty, bribes, whistle-blowing, and conflict of interest are all potential impediments and challenges in the financial institution (Nordberg, 35). By assuring staff happiness and loyalty, I will be able to overcome these obstacles. Providing rewards and motivations to employees is a fantastic method to keep them motivated and loyal. Ensuring employee happiness and loyalty also ensures that personal values remain steadfast even in the face of resistance to the cultural transformation.
Finally, organizational principles and ethics are critical in influencing employee behavior. However, there are instances where people violate the organization’s policies, resulting in institutional wrongdoing. By guaranteeing employee happiness and loyalty, misconduct and opposition can be reduced.
References
B. Bassot, B. Bassot, B. Bassot, B. Bassot, B. Bassot, B Macmillan International Higher Education is a publishing house that specializes on higher education.
S. Danckert, N. McKenzie, and R. Baker, 2019. The assets of the ex-chief of staff to the NAB boss have been frozen by the police. According to reports in the media. 30/04/2021 is the date of access.
A. Nankervis, M. Baird, J. Coffey, and J. Shields, A. Nankervis, M. Baird, M. Baird, M. Baird, M. Baird, M. Baird, M. Bair Cengage AU, Human Resource Management.
D. Nordberg, D. Nordberg, D. Nordberg, D. Nordberg, D Corporate governance ethics is a topic that many people are interested in. 35-52 in Journal of General Management, vol. 33, no. 4.
The Royal Commission was established in 2018. The Royal Commission into Banking, Superannuation, and Financial Services will look into allegations of wrongdoing in the banking, superannuation, and financial services industries. Consumer lending was the subject of the first round of public hearings.
VALUES AND ETHICS IN THE CONTEXT OF A HUMAN RESOURCE MANAGEMENT
By
Course
Professor
Institution
City
Date
Values and Ethics in the Context of a Human Resource Management
The rise of accusations of disreputable or unethical conduct in today’s organizations is an issue that is shocking business managers and owners. There is currently an increasing regularity of disregard for environmental hazards, kickbacks, bribes, and stock market manipulations. The role of personal ethics and values must in businesses and workplaces be thoroughly examined to understand these behaviors. Unfortunately, there are no clear principles that govern individuals’ behaviors in the real world, making them considered ethical. That means what a person considers others may perceive ethical to be wrong and unethical. This paper will examine some of the values and ethical principles that guide the personal decision-making process.
While making personal or organizational decisions, I always consider certain moral principles, mainly shaped by religious influence, cultural practices, and social norms. The first thing I always consider while deciding is how most of the organization will be affected by my decision. Every decision affects various people in the organization differently. Some are negatively affected, while others will be positively affected. Therefore, I will consider a decision to be ethical if it positively affects the majority in the organization. A decision, in many cases, is considered morally right it yields the greatest good to a large number of people (Nordberg, 2008, 40). That means the decision is morally right if the overall benefits over the cost are higher for the people impacted than the overall gain of the foregone decisions.
Similarly, I often consider all people’s risks and welfare when making an organizational decision. Before making any corporate decision, I always consider all the needs and values of other people. I always believe that it is ethically correct to take the values and needs of other people seriously. All the needs of the people affected by the decision are recognized together with the information and choices they have to keep their welfare. While making decisions, people should always incorporate humane consideration for groups and individuals in the organization (Danckert, Mckenzie, & Baker, 2019, 4). The ethical decision should have no or minimal risks to the entire population.
The first thing I would do if I am newly appointed human resource directors in the bank to go through the bank’s culture. All the norms and values that shape the mindsets and behaviors of people in the bank will be thoroughly reviewed. Any form of culture that encourages misconduct in creating weaknesses in the risk culture will be eliminated. Weaknesses in the organizational culture are always the primary cause of headline risks, compliance, and financial crisis (“Royal commission into…”, 2018, 379). I will ensure that there is a significant change in the risk culture of the bank. Risk cultures of the organization always play a vital role in shaping the decisions and actions taken by people within the bank and influencing the institution’s attitude towards its stakeholders and supervisors. I will encourage establishing a substantial risk culture that consistently appreciates and supports risk awareness, judgments, and behaviors concerning risk-taking in the bank. A perfect risk culture boots efficient risk management, promoting risk-taking, and guarantees developing risk activities above the institution’s risk appetite are identified, escalated, assessed, and tackled on time.
Moreover, as a human resource director, my priority would be to establish a norm in the institution that reduces misconduct. The norm will ensure misbehavior and misconduct, such as bribing, misuse of funds, and other unethical behaviors, to a minimum level in the bank (Bassot, 2016, 86). First, I will strive to form an organizational value that guides the behaviors of all the workers. Second, I will strive to ensure employee engagement in the institution. I will ensure it by creating energizing culture, managing performance, retaining high-performing talent, and strengthening the employee-employer relationship. Third, through proper communication and motivation strategies such as giving incentives and punishments, employees will be motivated to increase their performance. Employee motivation will significantly reduce the chances of misconduct.
Despite my plans to change the bank’s culture as a human resource director, some challenges and barriers may arise to hinder the change process. The main challenge I will face is that what I consider unethical and misconduct others may perceive as a good act. There is no universal principle governing good behaviors worldwide (Nankervis, Baird, Coffey, & Shields, 2019, 55). Due to differences in cultures and religions, ethical principles also vary. The barriers and challenges may arise in the financial institution through integrity and honesty, bribes, whistle-blowing, and conflict of interest (Nordberg, 35). I will overcome these barriers by ensuring employee satisfaction and loyalty. Provision of incentives and motivations is a good way of motivating employees and ensuring their loyalty. Ensuring employee loyalty and satisfaction also ensures that personal values remain resolute even during the opposition to adopt the cultural change.
In conclusion, organizational values and ethics are essential in shaping the behaviors of the employee. However, there are situations where individuals breach the organization’s policies resulting in misconduct in the institution. The misconducts and oppositions can be minimized by ensuring employee satisfaction and loyalty.
References
Bassot, B., 2016. The reflective journal. Macmillan International Higher Education.
Danckert, S., Mckenzie, N., & Baker, R., 2019. Police freeze $7.5m in assets of ex-chief of staff to NAB boss. Media report. Date accessed, 30/04/2021
Nankervis, A., Baird, M., Coffey, J. and Shields, J., 2019. Human resource management. Cengage AU.
Nordberg, D., 2008. The ethics of corporate governance. Journal of General Management, 33(4), pp.35-52.
Royal Commission, 2018. Royal Commission into misconduct in the banking superannuation and financial service industry. The first round of public hearings: consumer lending.
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