Ethical and Professional Human Resource Management - Assignment Example

ETHICAL AND PROFESSIONAL HRM of the of of the Table of Contents Table of Contents 2 Introduction 3Part 1: Analysis of Conflict of Interest 4 Part 2: 3 Ways of dealing with Conflicts 5 Part 3: Choosing the most Ethical Option 8 Conclusion 10 References 11 Introduction The ethical dilemma faced by Human Resource managers would be evaluated and critically analyzed to seek solutions for specific dilemmas that the manager may face in such a case. Therefore the paper seeks to identify a situation and identify the dilemmas and issues that the manager needs to consider for a decision making for conflict resolution. The case of the Chinese explosions at the Urumqi of Xinxiang province, that killed 17 miners in a trapped mine explosion. The alternative arguments for what could have been done had such decision not been taken or recommendations for further improvements shall be quoted where ever possible. The events and decisions in context to the ethical dilemma that have a direct relation to organizational values and culture shall be viewed in the theoretical perspectives as and where necessary. I am considering myself as the manager of the Human Resource Department at The Coal mine where the 17 miner’s bodies were recovered. The rescue workers were working all day long just to pump in Nitrogen and dilute the air within that might have had methane or other carbon gases harming people trapped in it. However, the company Dahuagshan Yuxin Coal Mines last 17 men that the state run channels carried without further details. After the 2009 Chogging town blast that killed 109 people and the last year 2013 saw a significant accumulation of death of 1049 people dying in China. The mines today are much safer though after the miner’s guidelines were put in place (Saad, 2014). It contained provisions for air-conditioning, shelter systems, machines installed to generate oxygen and protective doors to prevent worker’s harm during operations were been put into place. However, on 6th July, 2014 the event could not save 17 lives. I would argue the ethical dilemma faced by the business managers in terms of human resources and thereby give what could have been done or not done to see such incidents don’t disrupt business production, again. Therefore post that dates today after nearly a year what all actions should have been taken along with the solutions to conflict of interest if any. Part 1: Analysis of Conflict of Interest The conflict of interest in such a case of industrial accidents involves the two groups, one the employees and people of the Socialist Republic of China and the other group was the business in itself where the managers and mining employees were held responsible for the mishap. The Conflict of interest was a dilemma that is dealt with in here to portray an idea of Situational analysis and reactions thereon that encompass perceptions and decision making (Lerner et al.2002). Such trends and its experiences are based on many theories developed from studies conducted in Business management spheres. Conflict of Interest is described as a situation that occurs in organization or individual that may be corrupt and cause corruption of interests (Lo & Field, 2009). The other view is it is the risk in professional judgement which may unduly interest one party a t the cost of other. Thus to understand the perspective of each the conflict is further seen from a theoretical perspective. Abayashi et al. (2005) describes conflict of interest happens when multiple entity in one situation would act in a manner that may be considered not in the interest of others. Here a person or organization with multiple motives, emotional, financial, economic or otherwise are the issues of conflict for the case the employees group would have asked for a better working conditions and preventive measure to prevent any harm. The other part is the business which can be held as irresponsible in the aforesaid fields that has caused the employees death. The primary interest refers to the protection of business interests like financial, emotional, professional, and operational for me, as the HR manager. While the secondary interest is also in doing a good job to manage the conflict of ethics and practices that has causes the accidents. For me the conflict is ethical where I need to balance the employee’s interest and business interests at one go and evaluate to see that no such conflicts happen. The dilemma again is in the employment where I am working lacked the required infrastructure even after 2009 commission of Mines Safety report. Therefore between the right things to do and good for business while doing things those are ethically right is to be balanced for further mines operation. Part 2: 3 Ways of dealing with Conflicts The solution from HR’s end were to see that the restoration is done as soon as possible while the supply of adequate drinking water is available to all the families and go the grievance management from the companies part to resolve the issues between the aggrieved party and the business. Bagus & Howden (2013) stated that for a professional, fearing conflict is not the way out but embracing it is the job. Through this set of ideology the attitude the best results are gained as getting involved means going deep into every pros and cons of it. The three major conflict management steps allied in this case are detailed with relevant theories. Davis & Stark (2001) argues that emotional and communicational excellence is developed when the case is visualized from the point of view of all the stakeholders to choose from what is ethically correct to adopt the practices for no future conflicts and benefits to both the parties. The conflict in the case between the safety guidelines those needed to be followed to what was not followed due to financial and operational reasons. Since the lives of 17 is gone now would have the perspective of doing mining in a safer way without injuring others or harming the environment and society as a whole for a safety policy implementation and adoption. The conflict resolution processes adopted were based on the mix of emotional and communicative approach that included the inclusion of one senior Official of the business to prepare a detailed report of the accidents, recognize what cause the explosion and who all responsible for such harm. Since it was more proactive to get both parties to handle the situation where the mines were in a way going to close after the blasts. Therefore the jobs many along with employer’s interest of operations were at stake (Hensel & Dubinsky, 1986). Both had to understand each other. The rationality and objectivity of the resolution between the two parties are taken in the case where the representation of both the parties from business and employees were asked for. The idea of what the aggrieved parties would get and what would suite the employees in the future operations were considered while deciding upon the steps of settlement. The objective set by the parties in the resolution was that the parties would seek for a long term opportunity to resolve such an issue that generates confidence and motivation that would lead to resumption of the operations. Again the needed steps as per the law were fixed to let all have their say in the meet to have everybody’s view and generate ideas of improvements. Reconciliation with Employees: The emotional response of the primary stage was to be handled as all wanted an explanation for the tragedy. After the first initial rescue the first job was to reconcile with the group of employees and their families who were lost in the tragedy. The rightful legal actions like transfer of the bodies to family, proper post mortem insurances and benefits to the families were initiated. The business was state run and had its regulations that entitle one of the family members to be in the job if there is an accidental death due to negligence of the company. Nevertheless, the bureaucratic formalities were initiated in the process with the representation of the Trade Union representatives and the responsible managers of the business came to a settlement. An agreement to form a full scale investigation, identify and punish the culprits and compensation with job and money and benefits as per the provisions of law were agreed upon. Safety Report: The safety report was published to identify the faults in the process and make the miners clear about what could have caused such an accident. The level of acceptable behaviour inside mines during operations that had both legal and scientific justifications with economic perspectives in mind was developed. The intension was to make the business decisions clear to the people working there to get their confidence. A team was formed in which representatives of the trade union and management were held responsible for were established and punished for the negligence as per law and they had to lose their contractual licence for the mine blasting further on with a 2 year jail sentence. Execution and Implications: The biggest stumbling block was the nature of the accident which has involvement of gases and suffocation for the cause of death and not entirely a blast disaster. The pockets of Gas in the mines are common factor but there are technologies to determine the pockets prior to blasting. Therefore X-Ray and MRI technologies available along with laser guided spot recognition systems for monitoring the change of geology, if any, were to be placed in operations. Training and development was an important part of the entire process of resolution. Guided faculties and experts were hired by the business to see that the proper safety requirements as per law and at times over the law and for more enhanced security were asked to be revisited and implemented to see that no blasting mishap occurs again. Schedules including all stakeholders were developed to see that there is no scope of improvement left behind. The confidence generation was key to make the policy and attitude of the resuming of operations is seen. However, the media was not kept in the loop about the developments, as the case suggest. Therefore the impression of forgive and forget attitude of the case causes another dilemma. The news of the event and its analysis in further detail would enable the Chinese authorities to probe in to such cases further. Part 3: Choosing the most Ethical Option The Organization is viewed by the society or the market that it operates in which is developed on the practices and operating processes that they follow. The ethical dilemma at workplace is an issue that has been studied from various perspectives which may include internal clients or employees and external clients like the society that it operates or the market it sells its product at. Dela Rama (2011) argues that the values and ethical dilemma generates conflict when there is a direct choice in choosing out of two. One set of ideas that an individual develops due to their education, upbringing, faith and belief that determines the perception for an individual (MacGregor, 2009). From this comes ethics that determines how people behave in a particular situation which have its direct relations with values, principles. Therefore, Remiaova et al. (2014) argues the decision of right from wrong would be perceived by different individual differently based on the values they have inculcated. The business organizations, especially today those have grown global and multinational in status face this difference of values due to cultural differences of people working. How would each individual in a team, view an event, behave, react and what repercussions this may have on them is dependent on those values and its elements that they develop as ethical structures. The action that one takes for an event or expression would demonstrate their ‘ethical structure’. Therefore the business tries to develop a culture culturally acceptable to all and is translated in their daily operations and decision making. The Six pillars of character guides the ethical leadership in decision making, as proposed by the Josephson institute. Respect for civility, individual, responsibility towards accountability and restrains over one own self are the first two character. Trustworthiness in character is honesty, truthfulness, caring represents the trait of appreciation and understanding for others (Kahan, 2012). Caring person makes love for people visible in actions while fairness towards all gives impartial decision making and equity to a decision. Citizenship makes community membership and sharing attitude with all within the group possible. All these traits are used in the judgement of the case of Mines accident. The problem solving application of the character of the HR gives the impartial character that is capable of fairness in decision making. Figure: The Josephson Institute’s Six pillars of character (Source: Josephsoninstitute.org, 2013) The model gave me the judgmental frame of character which constituted all the elements in it to see the event from an observer’s eye. Although the interest of the business was greater was primary for me being the employee but the will and wants of employees too were to be seen in the case to create needed resonance for conflict resolution. Lichtenberg (1990) views that the long term solution of the problem is the best way out for both the business and the people whose conflicts are to be resolved. Since the association of the parties in the process needed to be maintained at all times, the manager had to be the bridge between the two parties involved. The difference in conflicts was resolved with understanding of the perspectives and ‘wearing each party’s shoes’. The alternative and unethical choices that I would have in such a case are resolving the conflicts among the parties by ‘out of court settlements’ but that would be corrupt in my ethics. The scope of development was missing in this case and a reoccurrence was not unnatural. Thus the process of stakeholder’s value addition in the process for long term improvements were chosen over short term mine operations revamp. Conclusion The ethical dilemma in business is approached from a HR’s perspective that shows the learning and character of the manager in the process of resolution to the case. The ethical dilemma in the case was also handled but again any such future events would be bad for the business and this learning the event gave the management an eye opener. The long term solution to the crisis provided the needed impetus to develop the policies and expenditure in accordance to the needs of the business and society perspectives, matched together. The revenue earning was halted for sometimes however the bigger benefits of the business was the confidence building and reassuming the halted operations. An ethical direction was used by me to oversee that the business and employees both gets their equal share in the process and are ready to rejoin together for the business sake. Therefore the short term, patch up solution, was avoided where the business took the onus and developed its future processes likewise to aid the operations. The media coverage too is another thing observed, among the events that had little to very less to do in such a case. However, these critical reviews are thought necessary for me for some actual improvements and not patch works for short term gains. References Akabayashi, A., Slingsby, B., & Takimoto, Y. (2005). Conflict of Interest: A Japanese Perspective. Cambridge Q. Healthcare Ethics, 14(03), pp. 12 Bagus, P., & Howden, D. (2013). Some ethical dilemmas of modern banking. 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