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Ethics in the workplace
THE IMPORTANCE OF ETHICAL BEHAVIOR in the workplace
Ethics in the workplace
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The following are two challenges that I would recommend that CEO of Floating Design Shipbuilding address is the perception of unfairness by the organization and the need for the diversification of benefit plans.
Perception of Unfairness
The data from the organization analysis on The Floating Design Shipbuilding demonstrates that the employees perceive that processes and procedures relating to the non-governmental employees have contributed to a culture of unfairness. Among the areas of unfairness, the employees cited includes: performance goals, performance evaluation and rewards, management favoritism, distribution of status and perks, and management’s selection and hiring practices.
Recommendations:
As an I/O Psychologist a rational approach
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For example, Gerald Greenberg (2009), a prominent researcher in the field notes that leaders who are perceived as practicing and promoting fairness by their employee’s experience benefits related to the organizations, the employees, and the individual actor’s moral development. Also, research (Deschamps, Rinfret & Fache, 2016) correlates fairness or justice practices a prime factor for creating positive organizational behaviors (Deschamps, Rinfret & Fache, 2016). Other outcomes associated with developing justice in the areas of procedural justice, interpersonal justice, and distributive justice include: “greater trust and commitment, improved job performance, more helpful citizenship behaviors, improved customer satisfaction, and diminished conflict” (Cropanzana, Bowen, & Gilliland, 2007, p. 34). Lastly, the organizational leadership should be cognizant of the leadership approaches that can continual support positive perceptions and relationship with employees. Research maintains when leadership practices that reflect that of a transformational leader, employees tend to express feelings of unfairness to a lesser degree than that of other leadership approaches, and the leader being perceived as fair becomes a mediator for motivating employees (APA, Deschamps).
Employee Pay and Benefits
While Floating Design Shipbuilding offers benefits, the benefits that are currently part of the organization 's benefits package are not diversified enough to meet the unique needs of their employees.
The program to design and construct the Collins Class Submarine has become one of the most complex and expensive Defence procurement programs in history. It was devised to replace the existing Oberon submarine fleet. The Collins Class Submarine program demonstrated the capacity of Australian industry to manufacture a world-class submarine. Nonetheless, the procurement of the Collins Class Submarines has not been without criticism. The program has experienced various project management issues that ultimately lead to increased costs and time delays. This report will address these issues along with traditional Key Performance Indicators (KPIs) and non-traditional KPIs and their interrelationships.
There are many instances in Ken Mitchell's play The Shipbuilder, where the main character Jaanus Karkulainen, insists on being called by his Finnish name Karkulainen. In the play, many characters call him Johnny Crook. This situation creates controversy about names and shows how important names are to some people. Jaanus and Jukka create most of this controversy.
There were a few issues of fairness presented in Michael Simpson’s case that happens in in real world work places that prevents employees from working to their full potential or causing them to leave the work place all together. In this case study Michael Simpson is faced with the dilemma of whether or not he should leave Avery McNeil, the accounting at which he is currently working at. Simpson had interviewed with many consulting firms before graduating college, and had chosen Avery McNeil because it had the potential to allow him the most rapid advancement in his career. Within two years of working their he was promoted to manager and he received a great pay raise. However, a few days later Simpson came upon a sheet with pay grades of other
Effective organizations are able to clearly define their ethical expectations by setting high moral standards, writing codes of conduct, and utilizing mentoring programs. “Masters provide your servants with what is right and fair, because you know that you also have a Master in heaven” (Col. 4:1). When organizations clearly define their ethical expectations to their subordinates, they are much more likely to treat their customers fairly. Customers who are treated fairly are much more likely to be loyal consumers of the products or services that the company provides. This helps to establish a loyal customer base that a business can depend upon, thus providing a predictable source of annual revenue. If an employer treats their employees with respect, honesty, and with candor they’ll give the customer 110% (Rion, 2001).
The other opportunity is the technological advances the company was upgrading their ships and more importantly were working on building new ones that will be ready to set sail in 2014. In addition, the technology has increased the cruise travel. Gives the technology to enhance the activities within the cruise.
Several employees have witnessed varied offensive conduct by Mazey but have kept opinions to themselves until recently (Yemen & Clawson, 2007). Senior management at Hudson is aware of his behavior via 360o reviews; however, Mazey’s ability to produce revenue secured his promotion to vice president (Yemen & Clawson, 2007). Mazey acquiesces to upper management and believes employees of lower stature should do the same for him, while also accepting his unprofessional, degrading and condescending habits (Yemen & Clawson, 2007).
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
The Equity Theory touches on the effects these situations have on the employee’s motivational level. In society today employees are constantly comparing how they are treated compared to others within the company (Carpenter, Bauer, Erodgogan & Short, 2013). A major challenge being faced is the fact that everyone will see themselves as unappreciated for the things they contribute to the company when in fact they may be receiving the same treatment as their colleagues (Pinder, 1998). A person tends to base fairness on how other people or groups, otherwise known as referents, are rewarded for their “input-to-output” ratio compared to their own. The ratio has to deal with the way a person feels they are giving back to society compared to the “outputs” or rewards they feel they are entitled to for their contribution. Another theory in the work place is the expectancy theory. This theory says that employees will consider if the hard work will pay off, second is if their efforts will lead to greater rewards, and third is if the award valuable to the individual. Managers can use these facts to their advantage to motivate employees by awarding their hard work (Carpente...
An ethical leader has a significant effect on the manner staff performs in a team and what they
The first of these strategies that will be rejected deals with segmentation. Sea Goddess Cruises has not adequately considered enough segments in the market, which has been a major contributor to the lack of market share. SGC should eliminate all plans for monosegmenting. As stated in earlier reports, the segment that SGC is trying to target (i.e. lawyers, doctors, CEOs, etc.) is not large enough to make consistent profit. SGC must look at some other segments to a greater variety of passengers, which may then lead to increased market share and revenue. We have found that the current segment is far too narrow and complex. SGC may want to try and market more to the upper-middle class or middle class portion of the population. In addition to this rejected strategy, it is important that SGC does not oversegment in their efforts to improve the company. Oversegmentation is extremely expensive and a majority of segments do not have the financial abilities it takes to enjoy a Sea Goddess cruise. Also, the current facilities are very limited, considering SGC only employs to ships.
In case of Billy and Ted, Billy could have done lots of thing to improve workplace attitude and related indicators such as Job satisfaction, absenteeism and turnover. After that incident Ted had a negative attitude about Billy and also very strong negative attitude about his company. Because Ted was denied compensation and Billy was awarded compensation. Ted perceived that his company didn’t treat him with the fairness and later on he left the company because of h...
...onship between the employer and the employee. Employers who recognize this and proactively use strategies to promote employee involvement and fair employment practices will be likely to reap the organizational rewards of doing so.
The equity theory is the theory that I connected with and it made the most sense to me. I feel that it is very important for any manager to treat everyone fairly. If an employee perceives that they are being treated fairly, they will be motivated, will feel good about their work and be productive. Of course, if the employee does not feel that they are being treated fairly the reverse will occur; the poor productivity will eventually be noticed within the organization.
Research has shown that most employees in the business world are willing to work and produce expected and desired results for their organizations if, and only when they feel, the organization treat them fairly, listen to their plights, give them the opportunity to showcase their strengths, and that is why Milukat et al (1990) confirmed that such treatments in which the managers do not care for the dignity of the employees, be harsh to them and indulge in the breach of trust, are denoted as unfair interactions. According to Leventhal et al (1980), the requisites for employees perception of fairness are the procedures that are consistent, provide the information, equitable, based on rules, allow voice and are bias
People tend to forget this major contribution and how significant this really is. Usually when we analyze leaders, people will directly link their work ethics to the internal culture of the company. Great leaders indirectly create loyal customers by cultivating an environment where employees can shine in producing excellent customer satisfaction levels. Good leaders are functionally productive and effective because they know the importance of hiring the right people for the job and how to help them to develop skills that are essential to interact with customers and maintain good customer relationships. In contrast, a dysfunctional leader’s poor behavior would indirectly lead to poor customer relationship held by employees and this can ultimately increase loss of company profits. A major role is held by leaders in empowering their customer facing employees to reach or exceed any customer’s needs and expectations. In addition, any good leader should always be the cheerleader, supporter, and encourager to their subordinates through any situations. A good leader must also lead by example by practicing good customer service traits for the employees to follow along. Leaders always remember to deliver access to information and provide training that gives employees the right start when first joining the company and this helps them to mature. A leader who emphasizes on quality customer service and strong employee