Working with your company's code of ethics

Article Abstract:

Ordinary supervisors can be the most important agents of change in implementing a code of ethics at a company. A code of ethics asks more of employees than would otherwise be expected, and governs employee activities that that cannot be closely supervised. The long-term success of an ethics program depends on employee cooperation. It is in the supervisor's best interest to motivate the employees to comply with the code. The most effective way to win compliance is to treat the code of ethics as a bargain between the employees and the company in which the employees receive more autonomy in return for exercising self-discipline. The employees may be alienated if the supervisor takes a legalistic or moralistic approach to implementing the code of ethics. A more effective approach may be to stress the advantages of cooperation for the mutual benefit of the employees and the company.

Business ethics

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Productivity improvement begins today

Article Abstract:

Ten suggestions are presented for improving employee productivity. Tasks assigned to employees should be clearly stated and aligned with the goals of the company. Employees should be involved in planning and organizing tasks. Employees should know which tasks have the highest priority. People should be assigned to the tasks for which they are best suited. Employees should have all the training and tools that they need to perform their work competently. The extrinsic and intrinsic rewards for superior performance should be clearly communicated to the employees. Employees should be given useful feedback about their job performance. Employees should be reminded frequently that their contributions are valued by the company. Employees should be given enough latitude to perform their tasks effectively. Any barriers to employee performance should be removed by the supervisor.

Labor productivity

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Communicating creatively in conflict situations

Article Abstract:

Conflicts between employees comprise the most difficult problem supervisors must face. Six rules to follow when counseling employees in a conflict situation are discussed in detail. The rules are: (1) employee attitudes can determine conflict resolutions (wanting to fight can create a fight, while wanting to work together can promote cooperation), (2) guidelines for handling interpersonal conflicts should be established before conflicts occur, (3) supervisors should avoid assigning blame, (4) conflict solutions should be attempted in various forms, until the resolution is achieved, (5) supervisors should demonstrate their concern for solving conflicts and solicit help from others, rather than trying to solve problems by themselves, and (6) supervisors must follow up on conflict resolutions, by keeping any promises made during the resolution process.

Usage, Interpersonal communication

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