ethics

• Sexual Harassment


  Includes: unwanted sexual advances, request for sexual favors, direct or indirect threats or bribe for sexual activity, sexual innuendos or comments, sexually suggestive jokes, unwelcome touching or brushing against a person, pervasive displays of materials with sexually illicit or graphic content or attempted or completed sexual assault
• Sexual Harassment


  • The victim as well as the harasser may be a woman or a man
  • The victim does not have to be of the opposite sex
• Quid Pro Quo Sexual Harassment


  • Occurs when an employee is offered to be retained in his/her job or be promoted in exchange for sexual favors
  • The person who commits quid pro quo sexual harassment is a person with power to influence the victim's employment or educational situation like a supervisor, manager or a teacher
• Hostile Work Environment


  • The sexual harassment makes the workplace environment frightening, intimidating or offensive
  • Sexual harassment in this form has the intention of unfairly meddling with the with an employees work performance
• Factors the Law considers to establish whether an environment is hostile


  • Whether the behavior was verbal, physical, or both
  • How often it was done again
  • Whether the behavior was hostile or obviously unpleasant
  • Whether the supposed victim was a co-worker or supervisor
  • Whether others connived in committing the harassment
  • Whether the harassment was aimed at more than one individuals
• Strategies for Prevention of Sexual Harassment

  • Implement a clear sexual harassment policy
  • Train employees
  • Train supervisors and managers
• Penalties for those who committed sexual harassment (RA 78773)
• Wages


  The price that workers receive for their labor in the form of salaries, bonuses, royalties, commissions and fringe benefits, like paid vacations, health insurance and pensions
• Just Wage


  • The amount required to sustain a frugal and decent worker plus his family
  • Must be adequate enough to let the worker save and obtain property of his own
• Principles necessary for the implementation of just wage according to the church

  • Need
  • Equity
  • Economic order
• Factors to be considered in determining wage and salary structure of workers

  • External Factors
  • Laws and Regulation
  • Cost of living
  • Existing Industry Rate
  • Organizational Factors
  • Job factors
  • Individual performance
• RA No. 6727 known as the Wage Rationalization Act that formed the National Wages and Productivity Commission (NWPC) and the regional tripartite wages and productivity rates
• Minimum Wage


  A national floor level set by the government
• Living Wage


  What workers need to give their families decent standards of living
• Without a living wage, workers may be compelled to: Work too much overtime or multiple jobs, Put their children into work as replacement for school, Be deprived of their primary human rights to food, shelter, nutrition, housing and education, Be unable to withstand crises such as ill health
• Gift


  Something of worth given with no anticipation of return
• Bribe


  The same thing given in expectation to influence the recipient's conduct
• Offering a discount or refund to all purchasers is a legal rebate not bribery
• Factors to be considered in making decisions about whether a gift may be accepted

  • Conflict of Interest
  • Gift's Value
  • Gifts Purpose
  • Gift or Entertainment
  • A circumstance when the gift is given
  • Power to bestow favors in return for gift
  • Industry Accepted Practice
  • Organizations Policy
  • Laws
• Conflict of Interest


  The organizational context happens when someone acts in a way that is advantageous to himself at the expense of his employer
• Examples of Conflict of interest

  • An alumni relations director must choose between competing bids for an affinity program
  • A key donor whose business is challenging for an institutional contract implies that he will not complete his multi-year pledge if he is not given the contract
  • A local tobacco firm promises funds to secure naming rights of a new stadium on a smoke-free campus
  • A legislator with influence over the institution's budget allocation seeks a government relation director's assistance in getting his daughter admitted into a selective program from which she has been firstly rejected
• How to prevent conflict of interest

  • Avoid being biased by an interest that may interfere the ability serve others
  • Avoid obtaining interests that may bias ones judgment
  • Avoid conflicting roles
  • Being often to all information
  • Not playing favoritism
  • Calling for collective decision
• Abuse of Power


  The application of one's official position for personal benefit
• Types of abuse of power

  • Taking advantage of someone
  • Obtaining access to information that must not be available to the public
  • Controlling somebody with the capacity to penalize them if they do not conform
• Ways to prevent abuse of power

  • Make the tough calls
  • Steer clear of the power trip
  • Back up words with action
  • Take the job seriously
  • Willing to share power
• Labor Strikes


  • Trade unions are entitled to conduct strikes against employers
  • A strike is usually the last resort of a trade union, but when negotiations have reached an impasse, a strike may be the only bargaining tool left for employees
• Reasons why workers go on strike

  • Higher compensation
  • Improve the workplace
  • Shorten working days
  • Stop their wages from going down
  • More benefits
  • Unfairness by the company
• Labor Strikes

  • There must be a just case, a legitimate reason to strike, such as inadequate pay or unsafe working condition
  • There should be proper authorization
  • Strikes should be a last resort
  • Strikes should be non-violent, non- coercive, and nondestructive
• Whistle Blowing


  The act of going public with what one has reason to believe significantly immoral or illegal acts of an organization one is a member of
• Whistle Blowing Justification


  • The intention must be appropriate
  • The employee should usually seek less harmful ways to resolve the issue first
  • The whistleblower needs forceful proof of wrongdoing
  • The organization's wrong doing must be precise and significantly wrong
  • The whistle blowing has a chance of being successful
• Recruitment


  The process of looking for and hiring qualified candidate either within or outside an organization for a job opening, in a timely, effective and efficient manner
• Ethical dilemmas in recruitment

  • Placing misleading advertisements for jobs
  • Responding to a hiring manager who asked to find a way "around" not hiring a qualified candidate for discriminatory purposes
  • Not reviewing candidates based on their merits
• Promotion


  • A move up to the organizational ladder
  • Accomplishment promotions are those scheduled for workers attaining specific, predetermined goals
  • Competitive promotions are those situations where workers within a group are not only teammates working to attain the organization's goals but also competitors contending for one slot that comes open on the hierarchy's next level up
• Considerations for promotion


  • Work Performance
  • Seniority
  • Projected performance
• Employee Termination


  • Terminating employees is one of the most feared tasks for human resource managers
  • Unless there is a definite cause to terminate the employee from the company the decision to stop the employment relationship is a hard one
• Reasons to terminate employees

  • Unable to perform some or all necessary aspects of the job
  • Unfavorable business conditions for economic reasons
  • Unacceptable behavior such as disclosure of confidential information, stealing company property, engaging in sexual harassment, or verbally or physically threatening another employee
  • Chronic absenteeism which could be a sign that the employee is dealing with substance abuse, mental illness or job dissatisfaction
• Ethical Issues in Marketing

  • Irritation and Frustration
  • Being unfair to customers
  • Deception, fraud and misleading information
• If there is a definite cause to terminate the employee from the company the decision to stop the employment relationship is a hard one
• Reasons to terminate employees

  • Unable to perform some or all necessary aspects of the job
  • Unfavorable business conditions for economic reasons
  • Unacceptable behavior such as disclosure of confidential information, stealing company property, engaging in sexual harassment, or verbally or physically threatening another employee
  • Chronic absenteeism which could be a sign that the employee is dealing with substance abuse, mental illness or job dissatisfaction
• MARKETING AND ADVERTISING MORALITY

  Ethical Issues in Marketing