Discussion Responses (JUS522 W3) (200+ words each) | Get Quick Solution
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DQ1- If I were the head of an administrative agency, I could not ethically discipline someone based on their religious beliefs and opinions. I think where I would draw the line is when this employee is starting to be offensive towards other employees. There is a huge difference between voicing your religious beliefs and opinions respectfully and voicing them in a way that offends other people and the workplace should not be the place for such behavior. If it would come to this, then as the head of the administrative agency, I would step in and conduct some type of ethical discipline to this employee. Sometimes it is also not best to bring up personal opinions and beliefs in the workplace because it can cause conflict and animosity that is not needed in the workplace. According to Sharma (2013), what is ethically right is not in every case morally also. Ethics and articulation, “moral values” are for the most part connected with an individual perspective on values. Individual ethics will, in general, reflect convictions identifying with drinking, gambling, and so forth. They can mirror the impact of religion, culture, and loved ones. These ideas and convictions about right and wrong are regularly summed up and systematized by culture or gathering, and subsequently serve to control the conduct of its individuals. Adjustment to such codification may likewise be called ethical quality, and the gathering may rely upon far-reaching adjustment to such codes for its proceeded with presence (Sharma, 2013).
Sharma, G. (2013). Encouraging Positive Workplace Behaviour: Ethics on the Job. CLEAR International Journal of Research in Commerce & Management, 4(10), 54–57.
DQ2- The way I would handle this situation would be dependent on my company’s established policies and their overall mission. If the company had established policies in place that prohibited this type o behavior, I would verbally reprimand the employee and advise them that this type of behavior is in violation of the company’s policies. If there were no policies in place, I do feel that ethically I could have a conversation with the employee about expressing their personal views in the workplace. DeCarlo (2020) stated that it is important for employees and supervisors to have an open dialogue and take into account the right of workplace spirituality (De Carlo, Dal Corso, Carluccio, Collendani, & Falco, 2020). One negative consequence of questioning this behavior would be possibility of creating a negative relationship between myself and my employee. This would have long lasting effects as we would have to maintain a professional working relationship.
Alessandro De Carlo, Laura Dal Corso, Francesca Carluccio, Daiana Colledani, & Alessandra Falco. (2020). Positive Supervisor Behaviors and Employee Performance: The Serial Mediation of Workplace Spirituality and Work Engagement. Frontiers in Psychology, 11. https://doi-org.lopes.idm.oclc.org/10.3389/fpsyg.2020.01834
DQ3- If I am the head of an administrative agency, I would value the ethical code of my department that I am running. The style of leadership I would be is classified as authentic. An authentic leadership style is a positive approach to organizational leadership, characterized by self-awareness, relational transparency, authentic behaviors, and positive moral perspective (Alessandro, 2020). By implementing professional etiquette would have employees not speak down on topics such as race, sexual preferences, religion etc. If someone complains within the department of such acts being conducted, then yes, I will discipline the employee for the unethical statements that they have made. The problems that would arise is that people would feel that their freedom of speech is revoked from being used when they’re at the job. I would get my employees to grasp the concept that you represent not only yourself but my agency so whatever statement you make will result in people believing that the whole agency feels this way.
Alessandro De Carlos. (2020). Positive Supervisor Behaviors and Employee Performance: The Serial Mediation of Workplace Spirituality and Work Engagement. Frontiers in Psychology, 11. https://doi-org.lopes.idm.oclc.org/10.3389/fpsyg.2020.01834
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