Assignment 2: Balancing Goal Attainment And Ethics Today

Assignment 2 Ra 2balancing Goal Attainment And Ethicstoday Probably

Assignment 2: RA 2—Balancing Goal Attainment and Ethics Today probably more than ever before, all departments of an organization, as well as any associated internal processes, are required to contribute to organizational goals designed to give them a competitive advantage. However, this intense focus must be balanced with ethical decisions that might impact employees and other stakeholders. Industrial/organizational (I/O) psychology professionals will inevitably be faced with ethical dilemmas.

Task 1 Ethical implications associated with human resources management (HRM) practices and policies

On the basis of research on workplace ethical issues: List three human resources management (HRM) policies or practices that have ethical implications and require greater consideration. One example is employee monitoring (e.g., whether employees are wasting time surfing the Internet on company time). Describe the ethical dilemma from both perspectives for each policy or practice. Also, respond to the following: Why would an organization create such a policy or practice? Why might this policy or practice be harmful to employees?

Task 2 Ethical implications associated with the four functions of management

In M4 Assignment 2, you identified tasks or activities associated with each of the four functions of management. For each of the four functions, identify one task or activity that might have ethical considerations. For each, describe the ethical dilemma from both the perspectives: What is this task or activity trying to achieve for the organization? What are the ethical concerns associated with the task or activity? For example, in the management function of control, setting performance standards is a task. High quotes are good for productivity but might require excessive effort for workers to achieve.

Examine each ethical dilemma from the perspectives of two different levels of management—senior-level management and first-line management. Your final product should be an 8- to 10-page Microsoft Word document using a minimum of five sources from professional literature. Professional literature may include the Argosy University online library resources; relevant textbooks; peer-reviewed journal articles; and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov). Be sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.

Use APA format. Submission Details: By the due date assigned, save the Microsoft Word document as M5_A2_Lastname_Firstname.doc and submit it to the Submissions Area.

Paper For Above instruction

The complex landscape of organizational management necessitates a delicate balance between achieving corporate goals and adhering to ethical standards. Industrial/organizational (I/O) psychologists and managers frequently encounter ethical dilemmas when developing and implementing human resources management (HRM) policies and organizational practices. These dilemmas, if not carefully navigated, can have profound implications for employees, stakeholders, and the overall health of the organization. This paper explores three HRM policies or practices with ethical considerations, examining their perspectives and potential harms. Additionally, it discusses ethical concerns associated with crucial managerial functions, considering the viewpoints of both senior and first-line management. Through this analysis, the importance of ethical decision-making in fostering sustainable organizational success is emphasized, supported by scholarly literature and professional standards.

Ethical Implications in Human Resources Management Policies

Among HRM policies, employee monitoring, performance appraisal systems, and flexible work arrangements stand out as critical areas with ethical implications. Each policy involves a tension between organizational benefits and individual rights, requiring deliberate ethical consideration.

Employee Monitoring

Employee monitoring involves tracking internet usage, emails, or physical activity during work hours. From management's perspective, monitoring helps ensure productivity, prevent misconduct, and protect organizational assets (Ball, 2010). Conversely, employees may view monitoring as invasive, infringing on their privacy rights and creating mistrust. Ethically, organizations must balance the need for oversight with respect for employee privacy (Martin & McDonald, 2011). The practice might be created to maximize efficiency and prevent misuse of company resources; however, excessive surveillance can erode trust, diminish morale, and foster a culture of suspicion (Mickelson, 2013).

Performance Appraisal Systems

Performance appraisals are designed to evaluate employee productivity, guide development, and inform compensation decisions. Ethically, they can be used to motivate or unfairly manipulate outcomes. From management's view, accurate assessments support organizational growth; from employees' perspective, biases, favoritism, or inadequate feedback can harm morale and fairness (DeNisi & Williams, 2018). If appraisals are biased or inaccurate, employees may feel unjustly treated, which can decrease engagement and trust. The organization creates such policies to align individual performance with organizational goals, but they risk fostering discrimination, favoritism, or stress if not handled ethically (Erdogan & Liden, 2007).

Flexible Work Arrangements

Flexible working policies allow employees to adjust work hours or locations, promoting work-life balance. Management fosters such practices to attract talent and increase productivity (Kossek & Lautsch, 2018). However, ethical concerns arise regarding fairness, especially if flexible options are unevenly accessible or if supervision becomes inconsistent. Employees may feel disadvantaged or stigmatized if their flexibility is limited, and managers might struggle with monitoring performance fairly. While these policies aim to enhance well-being and organizational loyalty, they can lead to inequalities and perceptions of favoritism (Baumruk, 2006).

Ethical Considerations in Management Functions

The four classical management functions—planning, organizing, leading, and controlling—each involve tasks with ethical dimensions. Analyzing these tasks from both senior and first-line management perspectives reveals complex dilemmas.

Planning: Setting Organizational Goals

Senior management aims to set ambitious yet achievable goals to ensure competitive advantage. Ethically, these goals must be realistic and considerate of organizational capacity. From a first-line management view, overly aggressive targets can push employees beyond reasonable limits, risking burnout and reduced morale (Greenberg, 2019). Ethically, managers must balance organizational aspirations with employees' well-being.

Organizing: Resource Allocation

Allocating resources equitably is essential for operational effectiveness. Senior managers might prioritize resources to areas promising strategic gains. However, from a first-line perspective, unequal resource distribution can lead to favoritism or neglect of critical frontline needs, creating workplace dissatisfaction (Miner, 2015). Ethical concerns involve fairness and transparency in decision-making.

Leading: Motivation and Communication

Leadership involves motivating employees and communicating organizational values. Ethical dilemmas emerge when communication is selective, misleading, or fails to address employee concerns honestly (Brown & Treviño, 2006). Senior leaders may focus on maintaining a positive organizational image, while front-line managers encounter direct ethical challenges in honesty and transparency.

Controlling: Performance Standards

Setting performance standards aims to align individual efforts with organizational objectives. High standards can drive excellence but may demand excessive effort, leading to stress and burnout for employees (Schaufeli et al., 2009). Senior management might view strict standards as necessary for competitiveness, whereas first-line managers must handle the practical implications on their teams. Maintaining ethical standards requires balancing ambition with compassion and fairness.

Conclusion

Navigating the ethical landscape of organizational management demands thoughtful consideration from all levels of leadership. Policies and practices must respect employee rights, promote fairness, and foster a culture of integrity. Incorporating ethical principles into HRM and management tasks not only enhances employee well-being but also contributes to sustainable organizational success. Ongoing research and adherence to professional standards are vital to managing these ethical challenges effectively.

References

• Ball, K. (2010). Workplace Privacy: An Ethical and Legal Perspective. Journal of Business Ethics, 91(3), 357-371.
• Brown, M. E., & Treviño, L. K. (2006). Ethical Leadership: A Review and Future Directions. The Leadership Quarterly, 17(6), 595-616.
• DeNisi, A., & Williams, K. J. (2018). Performance Appraisal and Management. Routledge.
• Erdogan, B., & Liden, R. C. (2007). The Impact of Goal Clarity on Employee Performance. Journal of Applied Psychology, 92(2), 341-355.
• Greenberg, J. (2019). Managing Organizational Justice. Psychology Press.
• Kossek, E., & Lautsch, B. (2018). Work–Life Flexibility Types and Work Engagement: The Boundary Management Perspective. Journal of Vocational Behavior, 104, 24-45.
• Martin, K., & McDonald, M. (2011). Ethical Implications of Digital Monitoring in the Workplace. Journal of Business Ethics, 104(2), 217-229.
• Mickelson, J. (2013). Privacy and the Virtual Workplace. Ethical Perspectives, 20(3), 385-405.
• Miner, J. B. (2015). Organizational Behavior. Routledge.
• Schaufeli, W. B., et al. (2009). Burnout and Engagement in Organizational Settings. Journal of Psychology, 144(3), 223-243.