PROF DEV

• Work Ethic


  A standard of conduct and values for job performance
• Positive work ethic


  The collection of all the values and actions that people feel are appropriate in the work place
• Expectations for Employees


  • What does the employer want?
  • What are the traits of a winning employee?
• Work Ethics Performance Standards


  Standards to be successful in a career you must possess both strong occupational skills and good work ethics
• Ten areas of work ethic traits and performance standards to be presented and expected in the workplace

  • Attendance
  • Character
  • Team Work
  • Appearance
  • Attitude
  • Productivity
  • Organizational Skills
  • Communication
  • Cooperation
  • Respect
• Traits Of a Winning Employee

  • Attendance
  • Character
  • Team Work
  • Appearance
  • Attitude
  • Productivity
  • Organizational Skills
  • Communication
  • Cooperation
  • Respect
• Reasons Why Employees Are Fired

  • Attendance
  • Character
  • Team Work
  • Appearance
  • Attitude
  • Productivity
  • Organizational Skills
  • Communication
  • Cooperation
  • Respect
  • Others
• Ethical Dilemma


  A decision-making problem between two moral imperatives, neither of which is unambiguously acceptable or preferable
• Characteristics of Ethical Dilemmas


  • Choice between two options, neither of which resolves the situation ethically
  • Societal and personal ethical guidelines provide no satisfactory outcome
  • Assume adherence to societal norms, such as codes of law or religious teachings
• Resolution of Ethical Dilemmas


  • Can be addressed by showing the situation is only apparent, involving the greater good and lesser evil, or considering creative alternatives
  • Sometimes necessitates situational ethics due to the context-bound nature of the dilemma
• Ethical Dilemmas


  • Friendship Loyalty Dilemma
  • Societal Dilemmas
  • Information Access Dilemma
  • Professional Life Versus Family Life Dilemma
  • Medical Dilemma
  • Lifeboat Ethics Dilemma
  • Sophie's Choice Dilemma
  • Ethical Travel Dilemmas
• Ethics


  The study of the rules, standards and principles that dictate right conduct among members of a society
• Moral values


  Tell us what is important in life, what behaviors we should cultivate, what behaviors we should reject, the value we place on human life, what constitutes social good, justice and rights
• Ethics is a fundamental aspect of living as a social being
• Ignoring ethics can undermine your own personal freedom, lead to serious mistakes, and result in actions that seriously challenge your moral values
• 10 ethics in tourism and hospitality

  • Honesty
  • Integrity
  • Trustworthiness
  • Loyalty
  • Fairness
  • Concern and Respect for Others
  • Commitment to Excellence
  • Leadership
  • Reputation and Morale
  • Accountability
• Honesty


  Tourism and Hospitality managers are honest and truthful. They do not mislead or deceive others by misrepresentations.
• Integrity


  Tourism and Hospitality managers demonstrate the courage of their convictions by doing what they know is right even when there is pressure to do otherwise
• Integrity


  To do the right thing – follow all the ethical rules – no matter what anyone else is doing
• Because we make ethical choices every time, people can predict what we will do or say in most situations
• Integrity


  Implies wholeness – that our behavior matches our values
• If our behaviors do not match our values, employees will quickly learn what kind of actions get rewards and that is what they will do
• Integrity


  Our actions are not selfish and our decisions are made objectively without justifications and excuses
• Trustworthiness


  Tourism and Hospitality managers are trustworthy and sincere in supplying information and in correcting misapprehensions of facts. They do not create justifications for escaping their promises and commitments
• We are social beings, and without each other we could not survive
• Business is also about relationships between employees, managers, regional and corporate management, local staff members, suppliers, competitor, and the surrounding community
• When someone's actions do not match his or her words, we should always choose to believe the person's actions
• Trust


  The fundamental issue in relationships and relies on two components: the ability to predict behavior and the existence of similar values
• To be able to trust people or organizations, we must be able to predict their behavior 80-90% of the time
• If we go to work for a company whose values are different from our own, we may find ourselves uncomfortable with our responsibility to model and enforce certain policies we do not agree with
• Loyalty


  Tourism and Hospitality managers demonstrate loyalty to their companies in devotion to duty, and loyalty to colleagues by friendship in adversity. They avoid conflicts of interest; do not use or disclose confidential information; and, should they accept other employment, they respect the proprietary information of their former employer
• We cannot be loyal to someone with whom we have no trust. Feeling of betrayal and disappointment occur when we fail to recognize that someone is not worthy of our trust
• Loyalty


  The glue that bonds people together in communities, organizations, or families
• If there is no loyalty between management and employees, or between employees and the company, self-interest and fear for survival can take precedence over the goal
• When we are loyal, we trust that the organization has out interest at heart
• If we do not trust the organization, our loyalty will most likely dissipate, taking with it the sense of community and belonging that enables is to care about what we do
• Trustworthiness inspires loyalty, and loyalty is the bond that holds organizations together so they can meet their goals
• Fairness


  Tourism and Hospitality managers are fair and reasonable in all dealings; they do not arbitrarily abuse power, nor take undue advantage of another's mistakes or difficulties. They treat all individuals with equality, with tolerance and acceptance of diversity, and with an open mind
• We expect the same pay for equal work. We want the credit we feel we deserve. We want our fair share, and when we don't get these things we say, "That's not fair!"
• We all recognize what is unfair when it happens to us, but this can sometimes be a narrow-minded reaction