B.Ethics chap 8

what is Employee engagement? and has an impact on what?

• Discretionary effort.

• It has real implications for an employee's ethical behavior.

How does employee engagment span across an org?

It spans a continuum from "engaged" to "actively disengaged".

What are the organizational benefits linked to high employee engagement?

A clear link exists with their focus on customers,

the organization's financial and operational performance across a number of areas.

what are the 3 categories of employees on the engagement continuum?

1. Engaged

2. not engaged

3. actively disengaged

Describe the characteristics of Engaged employees

• passionate and enthusiastic

• feel connected to the company

• drive innovations

• move the company forward while going the “extra mile”

Describe the characteristics of Not Engaged employees.

• "Checked out"

• Sleepwalking

• May or may not "go the extra mile"

• They put in time, but not energy or passion into their work

Describe the characteristics of Actively Disengaged employees.

• Negative drag on culture

• Say "it's not my job"

• No company loyalty

• May sabotage company initiatives and employee goodwill

• Undermine what engaged coworkers accomplish

What is the obvious cultural result of improving employee engagement?

Improving engagement will obviously improve the organization's ethical culture

Cost of disengaged Employees?

16% actively disengaged = 22.5 million workers

Each employee costs their employer about 13k/yr in lost productivity

Total lost productivity per year in US = almost $300 billion

16% of activiley disengaged employees is how many workers?

22.5 million

Each disengaged employee costs their employer about ?

13k/yr in lost productivity

what is the Total lost productivity per year in US

almost $300 billion

What are the specific percentage-based benefits of having engaged employees?

• turnover/absenteeism

• customer loyalty

• profits

• accidents

• Turnover/Absenteeism: 50% more likely to have lower turnover and absenteeism.

• Customer Loyalty: 56% more likely to have higher customer loyalty.

• Profits: 27% more likely to have higher profits.

• Accidents: 46% fewer accidents.

What are the specific dollar-value benefits generated per engaged employee?

• profits

• sales

• market value

• Profits: Deliver $3,800 more in profits per employee.

• Sales: Generate $27,000 more in sales per employee.

• Market Value: Create $18,600 more in market value per employee.

what are the 4 drivers of engagement?

1. line of sight

2. involvement

3. Information sharing - open communication

4. Rewards and recognition

what is Line of sight ?

• Employees understand the company's strategic direction

• how the company makes money

• and how their individual efforts play a role in the revenue-generating enterprise.

what are the ethical implications of Line of Sight?

• Employees evaluate organizational credibility by how well stated values reflect "how business is really done"

• AND what values are actually getting rewarded.

what is involvement?

• Employees are involved in the enterprise;

• they actively participate,

• and their ideas are heard.

What are the ethical implications of Involvement

• This kind of employee involvement encourages the two-way communication that is critical for ethical issues to be identified and resolved.

what is information sharing?

• Open communication where people get the info they need to be effective, when they need it.

• Information goes in all directions—up, down, and across the organization as needed

what are the ethical implications of Infromation sharing?

• Cultures where information sharing is encouraged are more likely to be open organizations where ethical issues can be identified and resolved rather than swept under the rug.

what is reward and recgonition?

Business goals and values are clear, and employees know how they need to behave to be rewarded

what are the implications of rewards and recognition

It is critical that companies pay close attention to the incentives that goals and values will provide for ethical or unethical behavior

What are the four "Basics" managers must handle proficiently to show what an organization truly values?

• Hiring and work assignments

• Performance evaluation

• Discipline

• Terminations

these all became ethical problems due to financial and org costs

what do managers do in managing a diverse work force?

 managers act as conductors who must orchestrate teams of

varying genders, ages, religions, and sexual orientations.

what 3 things do manages manage in a diverse workforce

• Diversity

• Harassment

• Family and personal issues

The Manager as the LENS means

they are the lens through which employees view the company

A manager as the LENS is the lens because

• begins w clear standards

• design a plan to continually communicate ur standards

• managers are role models

Managing up and across means for the employee?

Honesty is rule one: Lying or exaggerating to a manager or peer will permanently damage your reputation.

Standards go both ways: Employees must set ethical boundaries politely but firmly with peers and superiors to avoid sliding down a slippery slope of compromises.

Case Study for Hiring and Work assignments: You're planning to hire a new sales manager and one of the leading candidates is really homely. You are concerned about how your customers - and even his colleagues - would react to him. This specific job hes applying for requires extensive customer contact and his appearance is frankly disconcerting

The ethical solution relies on what?

hiring shoudl be based on what

• You should hire the candidate based on his excellent credentials and qualifications, regardless of physical appearance. While it is legal (not legally protected discrimination),

• the ethical solution relies on fairness.

• The textbook states hiring, promotions, and work assignments must be based strictly on qualifications, talent, and ability.

Case: Performance Management You were recently promoted to manager of a department with 5 professionals and two clerical staff.

One of the professionals, Joe, is a nice guy, but he simply hasnt been able to match theperformance of the others in the department. When he tells you he has been interviewing for another job in a different part of your company, you pull his personnel file and see that you predecessor had rated Joe’s performance as “good to excellent.” you frankly disagree. Joe has asked you for a recommendation. Based on the written appraisals, you could give him a good one

– but your personal observation is at odds with the written evaluations. Joe’s prospective manager (your peer in another department) –asks for your opinion. What do you say?

• With Joe: Meet privately and be straightforward about his actual performance. Tell him you cannot write the requested letter due to his performance issues. Give him 2 options: wait to transfer until performance improves, or let you write an honest evaluation letter and let him make the final decision.

• With the Peer Manager: Provide a completely truthful assessment. The text states you must be truthful; lying does Joe a disservice because he won't be able to get better.

Case: Discipline

Steven is a salesman who reports to you, the regional director of sales for an office supply company. He has a great track record and has consistently surpassed his sales targets, but he has one terrible flaw: hes not on time for anything. He's late for both meetings with you and for lunches with clients and the problems extend to his paperwork. His expense reports, sales reports –everything is handed in a week late. As his manager, you've counseled him about his tardiness and he has improved. Now instead of being 15 min late for a meeting, hes only 5 minutes late. And instead of submitting his expenses a week late, they're only two days late. His lateness seems minor in view of his achievements, but its driving you and his co-workers crazy. what do you do?

answer= you must continue to address stevens lateness and hold him to the exact same standards as everyone else, despite his status as a “star” salesman.

Case: Terminations

Youre a manager in a large commercial bank. You discover that patricia, a loan officer who reports to you, has forged an approval signature on a customer loan, which requires signatures from two loan officers. When you confront Pat with the forgery she apologizes profusely and says that her husband has been very ill. The day she forged the signature, he was going into surgery and she just didnt have time to find another laon officer to sign the authorization for the loan. Pat has been with your bank for 15 years and has a spotless record. what do you do

You must terminate Patricia for cause, despite her clean record and tragic personal circumstances. The text states forgery is an offense that results in instant, immediate dismissal.

Case: Harassment

One of your direct reports, Robert, belongs to an activist church. Although you have no problems with anyone's religious beliefs, robert is so vocal about his religion that its becoming a problem with other employees in your department. He not only preaches to his fellow female co-workers, and continually quotes religious verse in staff meetings. You've received complaints about his behavior from several employees. A few weeks ago, you suggested to robert that he tone down his preaching, and he reacted as if you were a heathen about to persecute him for his beliefs. His behavior has since escalated.

You should treat Roberts behaviors as a form of what?

Treat Robert's behavior as a form of harassment and insubordination, and escalate the disciplinary process. Professionally, you must:

1. Document the behavior

2. Address the insubordination

3. Issue a written warning

4. Follow through with termination if necessary

Case: Family Issue

One of your direct reports is Ellen, who just returned from maternity leave. She now has two children —- her infant is four-months-old and her older child is three-years-old. Ellen is not only a talented worker, but she's also a wonderful person. Before the birth of her second child, she had no problem handling the workload and the demands on her time - she had a live-in nanny who could care for her child regardless of when she returned home. Recently, however, her live-in left and Ellen is now sending her children to a day care facility with strict opening and closing times. Although Ellen is very productive when she's in the office, her schedule no longer has any flexibility

-- she must leave the office no later than 5:00 p.m. This has caused a hardship for all of her peers

who must complete team assignments whether or not she's present. Although you don't want to

cause problems for her, the situation doesn't seem fair to her co workers. what do you do?

You must increase the flexibility of Ellen AND her team to maintain fairness. This is achieved by adjusting team schedules, reorganizing the workflow, and implementing flexible hours altogether.