企業(yè)倫理學(xué)（原書第5版） 課件 第6章　倫理決策：雇主的義務(wù)和雇員的權(quán)利

ChapterSix:EthicalDecisionMaking:EmployerResponsibilitiesandEmployeeRightsCopyright?2021McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.ChapterObjectives1Afterreadingthischapter,youwillbeableto:Distinguishbetweenthetwodistinctperspectivesoftheethicsofworkplacerelationships.Explaintheconceptofdueprocessintheworkplace.Describehowtodownsizeinanethicalmanner.Explainthedifferencebetweenintrinsicandinstrumentalvalueintermsofhealthandsafety.Illustrateanemployer’sresponsibilitywithregardtoemployeehealthandsafetyandwhythemarketisnoteffectiveatmanagingthisresponsibility.ChapterObjectives2Explainthebasicargumentsforandagainstregulationofthegloballaborenvironment.Describetheargumentforamarket-basedresolutiontoworkplacediscrimination.Definediversityasitappliestotheworkplace,aswellasitsbenefitsandchallenges.Explainaffirmativeactionanddescribethethreewaysinwhichaffirmativeactionmaybelegallypermissible.EthicalDecisionMakingHirecharacter.Trainskill.PeterSchutzEthicsandBusinessTheemployergenerallygetstheemployeeshedeserves.J.PaulGettyIntroduction1Ethicsintheemploymentcontextisauniversaltopic.Thelawprovidesguidanceforthinkingaboutethicalissuesintheworkplace,buttheseissuesgowellbeyondlegalconsiderations.Thischapterexploresareasofethicaldecisionmakingintheworkplaceremainsrelativelyfluidandwhereanswersarenoteasilyfoundbysimplycallingthecompanylawyer.Introduction2Variousethicalchallengesfacingthenatureofemployerresponsibilitiesandtheemployeeareaddressedinthischapter.Aseachissueisexamined,trytoemploytheethicaldecision-makingprocesstoreachthebestpossibleconclusionforthestakeholders.Utilizinganethicaldecision-makingprocessavoidslaterhurdlesandremovesbarrierstoprogressandmomentum.EthicalIssuesintheWorkplace:TheCurrentEnvironment1

Ethicsatworkandinhumanresourcemanagementisaboutrelationshipswithothersandwiththecompany.Companieswhoplaceemployeesatthecoreoftheirstrategiesproducehigherlong-termreturnstoshareholdersthantheirindustrypeers–morethandouble.EthicalIssuesintheWorkplace:TheCurrentEnvironment250%ofU.S.workersfeelstrongloyaltytotheiremployer.Importantfactorforthemwastofeelvaluedbyelementssuchasbenefitsandopportunitiesforprofessionalgrowth.78%ofthoseworkerswhoexperiencedunethicaloruncivilbehavioratworkreportthattheircommitmenttotheorganizationdeclined.66%saidtheirperformancedeclined.EthicalIssuesintheWorkplace:TheCurrentEnvironment3Treatemployeeswellforareturn.Thereturnisharmony,productivity,andinnovation.Effectivefirmssharecommonpractices,allofwhichinvolvetreatingemployeesinhumaneandrespectfulways.Managershaveanimpactontheemotionsoftheirworkersasdorewards,compensation,andcompositionofteams.Treatemployeeswelloutofasenseofduty.Thisapproachemphasizestherightsanddutiesofallemployees.Andtreatingthemwellsimplybecauseitis"therightthingtodo".Asenseofdutymightstemfromthelaw,professionalcodesofconduct,corporatecodesofconduct,ormoralprinciples.DefiningtheEmploymentRelationship1Ethicalissuesareboundtoriseoncearelationshipisformedbetweenanemployerandanemployee.Toworkforanotherpersonraisesissuesofpower,obligation,responsibility,fairtreatment,andexpectations.Legalrequirementsmightprotectsomeoftheemployee'sandemployer'sinterestsbutcanonlygosofar.DefiningtheEmploymentRelationship2Thenextsectionscovertheethicsunderlyingtheconceptsofdueprocessandfairnessthatdeterminesacceptableworkplacebehavior.Therelationshipisfurtherdefinedbytheapplicationoftheseprinciplestoworkingconditions.Issuesinthefollowingsectionsaresettledfromanethicalperspectivebytheirjustification.DueProcessandJustCause1Shouldemployers’rightsandabilitytohire,fire,ordisciplineemployeesberestrictedtopreventinjustices?Philosophically,therightofdueprocessistherighttobeprotectedagainstthearbitraryuseofauthority.Inlegalcontexts,dueprocessistheproceduresthatpoliceandcourtsmustfollowinexercisingtheirauthorityovercitizens.DueProcessandJustCause2Dueprocessintheworkplaceacknowledgesanemployer’sauthorityoveremployees.Basicfairness—implementedthroughdueprocess—demandsthatthispowerbeusedjustly.However,workplacebullyingandotheremotionalabuseisaproblem,especiallyintheservicesector.Thisbehaviordirectlyandindirectlyimpactsemployees.DueProcessandJustCause3Whilebasicfairnessdemandsemployersusepowerjustly,thelawdoesnotalwaysclearlysupportthismandateofjustice.MostU.S.employmentlawevolvedinacontextofalegaldoctrineknowsasemploymentatwill(EAW).EAWholdsthat,intheabsenceofaparticularcontractualorotherlegalobligationthatspecifiesthelengthorconditionsofemployment,allemployeesareemployed"atwill."Employersmayfireemployeesatanytime,foranyreason.Employeesarealsofreetofireanemployeeatanytimeandforanyreason;EAWworkermayopttoleaveajobatanytimeforanyreasonSothefreedomistheoreticallymutual.DueProcessandJustCause4TheethicalrationaleforEAWisthatitisanimportantmanagementtool,whichgivesmanagerstheabilitytomakeefficientdecisionsthatshouldcontributetothegreateroverallgood.EvenifEAWwereaneffectivemanagementtoo,justicedemandssuchtoolsnotbeusedtoharmotherpeople.Therightofprivatepropertyitselfislimitedbyotherrightsandduties.Whilethefreedomtoterminateemploymentistheoreticallymutual,thereisanunbalancedpowerrelationshipbetweenthetwoparties.ThecourtsandlegislaturehascreatedexceptionstoEAW.Civilrightslaws,laborlaws,andconstitutionallimitationsongovernmentauthorityintotheworkplacetoprotectemployees.ExceptionstotheDoctrineofEmploymentatWill1Statesvaryintermsoftheirrecognitionofthefollowingexceptionstothedoctrineofemploymentatwill.Somestatesrecognizeoneormoreexceptions,whileothersmightrecognizenoneatall.Inaddition,thedefinitionoftheseexceptionsmayvaryfromstatetostate.Badfaith,malicious,orretaliatoryterminationinviolationofpublicpolicy.Terminationinbreachoftheimpliedcovenantofgoodfaithandfairdealing.Terminationinbreachofsomeotherimpliedcontractterm,suchasthosethatmightbecreatedbyemployeehandbookprovisions(incertainjurisdictions).ExceptionstotheDoctrineofEmploymentatWill2Terminationinviolationofthedoctrineofpromissoryestoppel(wheretheemployeereasonablyreliedonanemployer’spromise,totheemployee’sdetriment).Otherexceptionsasdeterminedbystatutes(suchastheWorkerAdjustmentandRetrainingNotificationAct[WARN]ortheFamilyandMedicalLeaveAct[FMLA]).DueProcessandJustCause5EAWholdsincourtuntilandunlessanexceptioncanbedemonstrated.Theburdenofprooflieswiththedismissedemployeetoshowthatsheorhewasunjustlyorillegallyfired.Dueprocessandjustcausewouldreversethisburdenofproofontotheemployer.Justcause:Astandardforterminationsordisciplinethatrequirestheemployertohavesufficientandfaircausebeforereachingadecisionagainstanemployee.DueProcessandJustCause6Dueprocessissuesariseinotheremploymentcontexts.Fairtreatmentinvolvesfairnessinareassuchaspromotions,salary,andbenefits.Asthesedecisionsaremadeonthebasisofperformanceappraisals,dueprocessrightsshouldextendtothisaspectoftheworkplace.Theethicalquestionsthatremain,arewhetherthisatmosphereisfairandjustforallstakeholders.Dueprocessistherighttobeprotectedagainstthearbitraryuseofauthority.Decisionmakersmustguardagainstthosearbitrarydecisions.Decisionsshouldbemadeinlightofreasonsthatcanbeethicallydefended.Downsizing1Thereductionofhumanresourcesatanorganizationthroughterminations,retirements,corporatedivestments,orothermeans.Thedecisionitselfraisesethicalissuesbecausemaybetherewerealternativesavailabletoanorganizationinfinancialdifficulty.Considertheimpactofeachalternativefromthestakeholders'perspective.

Downsizing2Negativeoutcomesinclude:Poorrecommendationsofthefirmbyformeremployees.Adeclineincustomerservicebysurvivingemployees.Anincreaseinerrorsordangerousbehaviorbyemployees.Badattitudesfromremainingworkers.Downsizing3Ethicsmustbecentraltothedesignandmanagementoflayoffpolicies.Thedecisionfordownsizingshouldbemadebyarepresentativegrouptoconsiderallstakeholderinterestsandearnthetrustofthosewhowillbeimpacted.Thefactsshouldbecollected,andissuesshouldbedetermined.Noticeofanintenttodownsizeshouldgivenassoonasthedownsizingisgoingtohappen.Costsandbenefitsmustbeweighedinanycommunicationdecision.Identifystakeholdersanddefinetheimpactofdownsizingoneach.Downsizing4Fromalegalperspective,thedecisionaboutwhomtoincludeinadownsizingeffortmustbecarefullyplanned.Firmsshouldreviewboththefairnessoftheirdecision-makingprocessandtheconsequenceofthatprocessonthoseterminated,andtheresultingcompositionoftheworkforce.Downsizingimpactscountlessstakeholders.HealthandSafety1Employeeshaveafundamentalrighttoasafeandhealthyworkplace.However,insomeworkplacesinourworld,employeeslackeventhemostbasichealthandsafetyprotections;theseworkenvironmentshavebeencalledsweatshops.Theextentofemployerresponsibilityisindispute,andthereisdisagreementaboutthebestpoliciestoprotecthealthandsafety.HealthandSafety2Likework,healthandsafetyare"goods"thatarevaluedasameansforattaininganendandalsoasendsinthemselves.Healthandsafetyhaveintrinsicvalueinadditiontoinstrumentalvalue.Ifapersondiesinaworkplaceaccident,theirlostwageswouldbetheinstrumentalvalue.Theintrinsicvalueoftheirlifeisirreplaceablebyfinancialmeans.If"safe"meanscompletelyfreefromrisk,certainlynoworkplaceisperfectlysafe.Ifhealthandsafetyareinterpretedasideals,impossibletorealize,thenitwouldbeunreasonabletoclaimthatemployeeshavearighttoahealthyandsafeworkplace.Figure6.1:CalculatingAcceptableLevelofRiskFromthisperspective,aworkplaceissafeiftherisksareacceptable.Accessthetextalternativeforslideimage.ChallengestotheAcceptableRiskApproachtoHealthandSafetyTreatsemployeesdisrespectfullybyignoringtheirinputasstakeholders.Ignoresthefundamentaldeontologicalrightanemployeemighthavetoasafeandhealthyworkingenvironment.Assumesanequivalencybetweenworkplacerisksandothertypesofriskswhentherearesignificantdifferencesbetweenthem.Improperlyplacesincentivesbecausetherisksfacedatworkcouldbecontrolledbyotherswhomightstandtobenefitbynotreducingthem. HealthandSafetyasMarketControlledDefendersofthefreemarketandtheclassicalmodelofcorporatesocialresponsibilitywouldfavorindividualbargainingastheapproachtoworkplacehealthandsafety.Workersdemandinghighersafetystandardsandhealthierconditionswouldsettleforlowerwages.Workerswillingtotakehigherriskswoulddemandhigherwages.Inacompetitiveandfreelabormarket,individualbargainingwouldresultintheoptimaldistributionofsafetyandincome.Themarketapproachcansupportcompensationtoinjuredworkerswhenitcanbeshownthatemployerswereresponsiblefortheharm.Thethreatofcompensationactsasanincentiveforemployerstomaintainareasonablysafeandhealthworkplace.ChallengeswiththeFree-MarketApproachtoHealthandSafetyLabormarketsarenotperfectlycompetitiveandfree.Employeesseldom,ifever,possessthekindofperfectinformationmarketsrequire.Weignoreimportantquestionsofsocialjusticeandpublicpolicyifweapproachquestionssolelyfromthepointofviewofanindividual. HealthandSafetyasGovernment-RegulatedEthics1Mandatorygovernmentstandards:Canbesetwiththebestavailablescientificknowledgeandthusovercomingmarketfailuresfromlesserinformation.Preventemployeesfromchoosingbetweenjobandsafety.Focusonpreventionratherthancompensation.Areasocialapproachaddressingpublicpolicyquestionsignoredbymarkets.OccupationalSafetyandHealthAdministration(OSHA):AgencyofthefederalgovernmentthatpublishesandenforcessafetyandhealthregulationsforU.S.businesses.HealthandSafetyasGovernment-RegulatedEthics2OSHAregulationswereaimedatachievingthesafestfeasiblestandards,allowingtradeoffsbetweenhealthandeconomics.CriticsinbothindustryandgovernmentarguethatOSHAshouldusecost-benefitsanalysiswhensettingstandards.Thisapproachwouldleadbacktothegoalsofthemarket-basedapproachofindividualbargaining,alongwithitsethicalchallenges.Notehowever,thatrejectingcost-benefitanalysisinsettingstandardsisnotthesameascost-effectivestrategiesinimplementingthosestandards.Cost-benefitanalysisuseseconomiccriteriainsettingstandardsandisthereforeethicallyproblematic.HealthandSafetyasGovernment-RegulatedEthics3ThepoliciesthathaveemergedbyconsensuswithintheUnitedStatesseemtobemostdefensible.Employeeshavealegitimateethicalclaimonmandatoryhealthandsafetystandardswithintheworkplace.Employeesshouldhavetherighttobeinformedaboutworkplacerisks.ThepolicythathasemergedbyconsensusintheU.S.isifriskshavebeenreducedtothelowestfeasiblelevelandemployeesarefullyawareofthem,thenthedutyisdone.RightsandResponsibilitiesinConflict1Ethicalmattersoftheemploymentrelationshipwereexplored.Thenextsectionconcernsmattersstillupfordebate.FromaKantianperspective,agreementonthefundamentalrightsandtheirprioritizationisnotyetuniversal.Fromautilitarianviewpoint,reasonablemindsdonotalwaysagreeonwhichresolutionleadstothegreatergood.Bothcampsofdistributivejusticemakeargumentsforfairness.RightsandResponsibilitiesinConflict2Theauthors’purposeistoarticulateandapplytheethicaldecision-makingprocesstothechallengespresented.Provideacrosssectionoftheargumentsadvocatesinvolvedmake.Exploretheinsightsthatethicaltheorymightsupply.TheGlobalWorkforceandGlobalChallenges1WorkersoutsidetheUnitedStatesmaybesubjecttosomeU.S.lawsiftheyworkforanAmerican-basedorganization,thoughenforcementisscattered.Incertaindevelopingcountries,workersfindthemselvessubjecttoconditionsthatU.S.-basedworkerswouldfindintolerable.Somecommentatorsbelievethatencouraginggreaterglobalproductionwillcreateadditionalopportunitiesforexpansiondomestically,providingapositiveimpactonmorestakeholders.Manyeconomistsarguethatthemaintenanceofsweatshopsisthereforesupportedbyeconomictheory.Sweatshop:Allworkplaceswithconditionsthatarebelowstandardsinmoredevelopedcountries.TheGlobalWorkforceandGlobalChallenges2Itishelpfultoconsidertheglobaldimensionofanethicallyresponsibleworkplace.Someminimumstandardsmightapply,andmultinationalsmayhavesomecoreethicalobligationstoemployees.ScholarssuggesttheKantianuniversalprinciplesshouldgoverntheemploymentrelationshipandthattheethicalobligationofrespectforpersonsshouldguidetheemploymentinteractions.Afundamentalmoralminimumsetofstandardsexiststhatshouldbeguaranteedtoworkersinallcountriesnotwithstandingculture,stageofeconomicdevelopment,oravailabilityofresources.TheGlobalWorkforceandGlobalChallenges3Settingalivingwageisproblematicbecausethereisnoexactnumberthatonecanagreeonregardingthecountofpeoplewholiveinpoverty.Almost100companieshavejoinedtheEthicalTradeInitiative(ETI),anallianceofcorporations,tradeunions,andvoluntaryorganizationsdedicatedtoimprovingtheconditionsofworkers.Nonwagebenefitscanprovideanadvantagetoboththeworkerandtheemployer(forexample,healthcheckupsandbasichealthservices).Internationalnongovernmentalorganizationssuggestvoluntarystandardstowhichpossiblesignatorycountriesororganizationscouldcommit.TheCaseofChildLabor1Childlabor:Exploitativeworkthatinvolvessomeharmtoachildwhoisnotofanagetojustifyhisorherpresenceintheworkplace.TheInternationalLabourOffice(ILO)explainsthatthereare152millionchildrenclassifiedaschildlaborers.Highlevelsofchildlaborareassociatedwithlowliteracylevels,HIV/AIDS,non-HIVinfectiousdiseases,andmalaria.Riskofpassingonpovertyandchildlabortothenextgenerationincreases.TheCaseofChildLabor2Weshouldcarefullyreviewthesocialandeconomicstructurewithinwhichchildlaborexists.Children:Maybeginworkasyoungas3yearsold.Mayworkinunhealthyconditionsandliveinunhealthyconditions.Aremostlyrequiredtoworkfull-time,precludingthemfromeducation.Areforcedtoworkinless-hospitable"underground"professions,iftheyarenotworkinginthemanufacturingindustry.Legalizingchildlabormaylowerthenumberofchildrenwhowork.Discrimination1Thelawallowsemployerstomakedecisionsonanybasisotherthanthoseprohibitedbythe:Constitution,PrecedentSeveralstatutes.Somesayemployershaveenormousautonomyintheiremploymentdecisionswhileemployersresistanyregulationoftheirworkplaces.Aglobaldisagreementremainsonemployeerightswithregardtodiscrimination.Employerscontinuetoadvocatefortheirrightstomanagetheworkplaceandretaincontrolofemployees.Employeesfearunfairtreatmentandalossofpower.Discrimination2CovertracialdiscriminationBasedonone'sname.ResearchersfoundthatpeoplewithChinese-,Indian-,orPakistani-soundingnameswere28%lesslikelytogetaninterviewthancandidateswithpreciselythesamequalificationsbutwithEnglish-soundingnames.CovertgenderdiscriminationWomenoftenfacedistinctchallenges.Womenandmenarebothgenderstereotyped,butwomensufferfromdifferentexpectations.Successandlikabilitydonotgotogetherforwomen.Diversity1Referstothepresenceofdifferingcultures,languages,ethnicities,races,affinityorientations,genders,religioussects,abilities,socialclasses,ages,andnationaloriginsoftheindividualsinafirm.Whenusedinconnectionwiththecorporateenvironment,itoftenencompassesthevaluesofrespect,tolerance,inclusion,andacceptanceDiversity2TheU.S.workforcetodayissignificantlymorediversethaneverbefore.SomeEuropeancountrieshaveoutpacedtheU.S.indiversity,inparticular,inconnectionwithboardrepresentation.Othercountrieshavefederallawsrequiringwomensitontheboard.Thebusinesscaseforgenderdiversityisstrong.Diversityinboardsandmanagementisassociatedwithhigherreturnonequity.Diversity3Asidefromthebenefitsofdiversity,itcancreateconflicts.Tensionandanxietymayemergewhenbringingpeopletogetherwithdiversedifferences.Thenatureoftheworkitselfoftenmightcausetension,andadditionalchallengessuchasculturalchallenges.Diversitymayincreasetensioninseveralareas.Anotherconcerninvolvesintegratingdiverseviewpointswithapreexistingcorporateculture.Bewaryofprejudgmentsbasedsolelyondifferencesininterpretationsofculturallybasedstandards.Effortsatmulticulturalism,suchasacknowledgingandpromotingdiversityintheworkplacecanservetobotheducateandencouragediversity-relatedbenefits.Thecostofignoringdiversityishigh,intermsoflostproductivity,butalsointermsoflegalliability.AffirmativeAction1Whenbalancingemployerandemployeerights,aquestionarisesoveraffirmativeaction.Notaquestionoftherighttoafairprocessbutinsteadwhetherapersonhasarighttothejobinthefirstplace.Forexample,effortstoencouragediversitymayalsobeseenasaformofreversediscrimination.Argumentsonbothsidesuseemotionalpersuasion.Discriminationonthebasisofsomeone’s