CHAPTER 2 Business Ethics and Corporate Social Responsibility CHAPTER OBJECTIVES 1 Explain the purpose of paying for whistleblowers. 2 Define ethics and describe sources of ethical guidance. 3 Discuss attempts at legislating ethics. 4 Explain the importance of creating an ethical culture, describe a code of ethics, and support the importance of linking pay to ethical behavior. 5 Explain human resource ethics and describe ethics
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Magic Graffix HRM/558 December 17, 2012 University of Phoenix Motivating and Compensating Employees Simulation Magic Grafix is a successful million company that is trying to change their strategies in the development area. The company has increased their employees from 140 to 220 employees but is still heading in the wrong direction. This has been noticed by many employees in the company. Many of the employees have either given their two-week notice or quit. Many of these employees have
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Career Development Plan Kim Stacks HRM 531 June 27, 2010 Patrice Cloutier Career Development Plan This Career Development Plan is to help assist employees in achieving work related goals. The plan and process will benefits many factors within the organization including the likelihood of employee retention. Employees will see the organization and managers pursue and encourage him or her to seek and pursue career and education goals for the organization, establishing retention and seeking
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analyst position. There are four functions that are crucial in the hiring process: Job Analysis, Selection, Orientation & Training. The first method is the job analysis. “Job analysis is sometimes called the cornerstone of HRM because the information it collects serves so many HRM functions. Job analysis is the process of obtaining information about jobs by determining the duties, task, or activities of those jobs,” is stated by Bohlander and Snell the authors of Managing Human Resources. (Bohlander
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DIPLOMA IN BUSINESS MANAGEMENT (DBM) Specializations :- Human Resource Management Note: - Solve any 4 Case Study All Case Carry equal Marks. Case 1 :- Meeting the Challenge of Sexual Harassment At an office of Goldman, Sachs and Company in Boston, some male employees allegedly pasted photos of bare-breasted women on company newsletters, next to biographies of new female employees (suggesting that
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Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization * Assessing the current performance and future development needs of persons holding jobs and
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Running head: “THE AMERICAN RED CROSS (ARC)” “The American Red Cross (ARC)” Risa Stokes Strayer University Assignment # 01 Submitted in Partial Fulfillment of the Requirements for the Course HRM 522: Ethics and Advocacy for HR Professionals Dr. Bob Barrett Spring 2012 “The American Red Cross (ARC)” Discussion 1 Determine the impact of this even on ARC’s “benefits of business ethics” (employee commitment, investor loyalty, customer satisfaction, and bottom line). Answer
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UNIONS ORGANIZATIONAL DOWNSIZING MEANING OF ORGANIZATION STRUCTURE HUMAN RESOURCE MANAGEMENT ( H R M ) Definit io n 1 – Inte gr atio n “HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives.” Definit io n 2 – Influe ncing “HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing
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growing demand for work life balance among the workers of RMG sector. Keywords: Bangladesh, Readymade garment sector, Labour management, Labour dispute, HRM 1. Introduction In the age of knowledge economy and changing business environment, achieving competitive advantages and superior employee performance require proper Human Resource Management (HRM) (Becker & Huselid
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constructive interactions 8 4.6 - Addressing neglect behaviours 9 4.0 Considerations for senior management 10 5.7 – Strategic gap 11 5.8 - Articulating the business strategy layer 12 5.9 – Strategic HRM policies 13 5.0 Conclusion 14 6.0 References 15 APPENDIX 1 – Assumptions 16 a) Company assumptions 16 b) Jack White, Asset Manager and Dave Navarro, Branch Manager 16 c) Excerpt from the
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