Challenges Facing Human Resource Managers at UPS|Involvement in Corporate Ethical Programs

The central place that Ethical practices hold in ensuring the success of business entities has been reinforced in recent times. Though organizations are in a constant pressure to maintain a favorable performance and return on investment for their investors; irrespective of the business environment prevailing; the need to do so on an ethical platform has become a significant factor that organizations need to ensure. This is because the negative effects of realization of unethical practices are at times too grave that implicated firms find it difficult to recover (Heineman 2007). To ensure the ethical bases at the firm is always publicized amongst the employees, organizations have resulted to formulating corporate programs to influence the workforce attitudes and behavior in performance of their duties (Trevino, Weaver, Gibson, & Toffler, 1999, p.131). In the UPS ‘Code of business conduct’ it is for instance rightfully noted that; ‘the trust that people place [on the company] requires [the entity] to conduct business fairly, honestly, and ethically’ (UPS 2009b, p. 1).However how effective such programs become in effecting change and compliance among the employees is mainly influenced by the way employees regard these programs to be fair (Trevino, Weaver, Gibson, & Toffler, 1999). One of the human resource challenges in the modern times therefore is to ensure that the organization’s corporate programs achieve such a fairness rating among the workforce (Weaver, & Trevino 2001).

To ensure fairness in corporate ethics programs human resource management approaches need to be effectively employed. Not only does commitment of managers to the ethical programs influence the scope of the programs but also it affects their compliance (Weaver, Trevino, & Cochran, 1999). Ensuring longevity of the established moral programs is however more reliant on how the organization works to create a social (family) culture in the working environment (Feldman, 2006). One method through which organizations create such a family atmosphere in the organization is through the creation of stock ownership schemes for staff. This in addition to motivating the employees to improve their performance, it also changes their perception into investors hence less likely to participate in unethical practices that injure their investment (Cohen 2004). Creating a family atmosphere in the company also shows trust and equality in the workforce thus motivating positive performance (Feldman, 2006). Human resource managers are thus faced with the challenge of developing a working environment that embodies aspects of socialization represented in a family.

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