Ethics in the world and in the workplace 3. How ethics affects the world and workplace Ethics in the workplace Starts with teamwork 4. 5. How can we encourage others to be ethical 6. Definition of Diversity 7. Diversity in the world and workplace How Diversity can affect or job 8. 9. Were do we start to encourage diversity Training Needed for Ethics and Diversity * Company policy on discrimination * Laws on discrimination Conclusion * Summary of everything Definition of ethics:
The study of value or quality, in which is right, wrong, equal,and responsibility. What may be right to one could be different for another. Is is ethical to drive a plane into the side of a building to some no but to those who believe in something other yes. Ethics is a huge factor in our world today it can either make us or break us. In my report I will explain Ethics and Diversity and how it is a huge part of our lives. Definition of Diversity: A form of individualism, unique characteristics, beliefs and values. Culture, religion, sexuality, ginger, ACT) What makes everyone different from cheater, no two people are exactly the same, everyone has their own feelings and beliefs. Something makes you different from others. Diversity is what makes this world interesting, different cultures, different beliefs, and different ethical values. How Ethics and Diversity affect the workplace and the world: It is twelve O’clock and Hussein prays everyday at this time but he started a knew job and does not want to distract anyone or bring attention to hisses. What should he do?
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As a child he was brought up that certain times of the day he is called upon to pray, to him this is ethical but to some of his fellow employees it may not be. Feel that the job should allow him his space to do what he believes in but in the world we live in to day, this does not really happen. As a child I was brought up in a vary diversity neighborhood, were everyone got along well with catheter. My parents raised me to believe that we are all created equal on the inside, but as grew older and started watching those around me, learned yes we are all equal but vary different up brings.
I had a friend who lived across the street from me and at the age of 1 errs her parents arranged her to be married to a man the she has only met twice in her life. I of course as a child felt this was wrong and vary sick of the family and couldn’t understand how any parents could do this to their child. Now that am older I understood ethics and morals more realized that it was their religion and it was something they believed strong in. Most work places today are becoming increasingly diverse as people of different genders, races, cultures, ethnic origins, and life styles find themselves working together.
As a result, the workplace is becoming increasingly multicultural. Some organizations are just now encountering the effects of a diverse workforce, while others are trying to overcome the halogens created by diversity. However, no matter where an organization is in its development, the challenge is to ensure the workforces diversity is a source of strength, not one of conflict. Effectively managing this diversity, then, is a critical component of success for today’s employer (Collins, 2005). Organizational justice embraces a realm of possibilities for effectively managing diversity.
One Of the sub systems of organizational justice is procedural justice. An article explains “Interpersonal communication tactics are not related directly to workers uncertainty of their career stability but to received procedural justice, and perceived procedural justice influenced their uncertainty” (Humanity, 2005, p. 168). This means the individuals were not worried about loosing their jobs because of a lack of communication or an inability to communicate with one another, but the uncertainty stemmed from perceptions of the employees.
The employees saw management enforcing policies in an inconsistent manner. The employees were uncertain, because they were unsure when or how they would be reprimanded for not abiding by the company’s rules. The employees felt the rules were not enforced consistently throughout the company. They did not find the company’s procedures to be fair and consistent, and this led to uncertainty in their jobs. In many cases, organizations are not aware of how the rules and regulations that are put into place affect the employees’ view of the company.
Diversity in the workplace is a good thing, but if rules and regulations within the company benefit one group over another, then this inconsistency can cause a conflict. This conflict could lower productivity and profitability for an organization, because the rules cause the employees within the organization to have conflict with one another. When productivity and profitability are affected, hen employees become concerned over a company shutdown or layoffs. The research shows that this type of activity causes uncertainty amongst the employees (Humanity, 2005, p. 68). The procedures set by the company should outline justice for all within an organization, but in many cases, the procedures create the perception that employees will be managed out of the organizations due to issues not relating to their performance but to their ethnic backgrounds or who they know. In some cases employees who are not liked by management may have rules enforced upon them, which are not enforced upon everyone else. Along with procedural justice, organizational justice has another sub system call distributive justice.
Distributive justice has many principles that fall underneath its topic including the equity and equality principle. Studies generally show that “people from various cultures favor different distributions, (e. G. , equity, equality, and need) whereas Americans generally favor the “equity norm” (Greenberg 1 993, p. ). Distributive justice is a way of determining if an organization is treating its employees fairly in terms of hiring and firing decisions, promotions; pay raises, the amount Of sick leave throughout the year as well as equality mongo the different workloads in the different sections.
Distributive justice simply implies that an employer has the means to allocate the number of pay raises within the organization and manage the number of pay raises within the company. F-or example, if nine employees all apply for the three opening positions within the organization, the most qualified individuals should be awarded the position without question; this is an example of distributive justice. This type of decision is considered fair because of a person’s qualifications, only as long as the culture of the organization is consistent with reference rewards.
Organizational justice increases productivity, while distributive justice increases moral within an organization. When employees feel they are being treated equal within the organization the moral in the organization tends to increase. When the opposite of this happens, moral tends to decrease within an organization. In the 1 sass, another form of organizational justice was introduced. This sub system is called “international justice”, which is based on the concept of how the individual is treated during process of organizational justice (Mueller & Landsman, 2004, p. 89-202). Based on the article by Mueller and Landsman, individual perceptions of procedural justice are influenced by positive and negative reward procedures. For example, if individuals are given rewards of meaning to them personally, then the individuals’ perceptions will more than likely be positive, which in turn will give a positive reaction to the organization. These individuals tend to be more inclined to feel valued as employees, which ultimately, leads them to become loyal to the company.
During the study, noted in the article, employees were isolated and tested to see if these actions were true-based on the theoretical argument of Hogtied and Johnson, who “examined the relationship between collectivity-generated legitimacy of reward procedures and individual-level justice perceptions about reward distributions”(Mueller & Landsman, 2004, p. 189-202). The study proved Hogtied and Johnny’s theory, which shows the perception of procedural justice is viewed positive when reinforced in a positive manner.
Positive reinforcement makes employees feel good about working for the company. It makes them more willing to work long hours and do whatever it takes to get the job done. Because they feel valued as employees, they take pride in the work they produce for the company. When employees feel good about their job, they interact better with one another. With diversity being at an all time high, the different ethnic groups can communicate more, because they have the company’s best interest at heart, because they are loyal employees to the company.
When employees have positive reinforcement, they are willing to communicate with people they would not normally communicate with, which cause the employees to form relationships with each other. These relationships bridge the gaps between efferent ethnic backgrounds, which results in employees communicating and getting to know people who are different from them. In conclusion, we can see that the processes in organizational justice allow organizations to have insight to how their employees perceive management.
The challenge is to ensure that employees perceive diversity as a source of strength in the workforce; therefore, communication amongst the employees and management is a big part of having a successful diverse workforce. It takes everyone within the organization to communicate in order for employees’ to have perceptions that reflect a more positive work environment. In order to achieve this perception the focused needs to be on management’s actions within the organization.
As long as employees perceive the actions of management as fair and just, conflict will be at a minimum even with a diverse workforce. In the end, should not management be the ones leading by example? Yes, they are, because after all, they are the ones who determine the employees’ perceptions. References: Greenberg J. (1993). Studying Organization Justice Cross-culturally: Fundamental Challenges. International Journal of Conflict Management, 12 Mueller, C. W. , Landsman, M. J. (2004). Legitimacy and Justice Perceptions. Social psychology Quarterly. 62(2), 198-202.
Siegel, P. A. , post, C. , Broken,J. , Fisherman, A. Y. , Garden, C. (2005). The Moderating Influence of Procedural Fairness on the Relationship Between Work-Life Conflict and Organizational Commitment. Journal of Applied psychology. 90(1 13. Stricter, S. (2005). How NASA is assessing & improving its culture & safety climate. Industrial Safety & Hygiene News. 39(5), 28. Humanity, l. (2005). Interpersonal Communication Tactics and Procedural Justice for uncertainty Management of Japanese Workers. Journal of Business Communication. 42(2), 27. Increasingly multi Trial.
Some organizations are just now encountering the effects Of a diverse workforce, while others are trying to overcome the managing diversity. One of the sub systems of organizational justice is their uncertainty” (Humanity, 2005, p. 1 68). This means the individuals were Americans generally favor the “equity norm” (Greenberg 1 993, employees fairly in terms of hiring and filing decisions, promotions; pay raises, the amount of sick leave throughout the year as well as equality the company.