150 likes | 309 Views
Human Resources: Discretion & Control Philip Boyle, Ph.D. Vice President, Mission & Ethics www.CHE.ORG/ETHICS. Etiquette . Press * 6 to mute; Press # 6 to unmute Keep your phone on mute unless you are dialoging with the presenter Never place phone on hold
E N D
Human Resources: Discretion & Control Philip Boyle, Ph.D. Vice President, Mission & Ethics www.CHE.ORG/ETHICS
Etiquette • Press * 6 to mute; • Press # 6 to unmute • Keep your phone on mute unless you are dialoging with the presenter • Never place phone on hold • If you do not want to be called on please check the red mood button on the lower left of screen
Goal for today’s conversation • Examine common problem of human discretion & control • By what measure would whether an employee had exceeded the bounds of discretion or bounds of control? • What kind of institutional controls are necessary to facilitate the proper use of discretion? • What might an organizational ethics committee recommend as a solution?
Overview • Problem all employees face • Gap between job description & what expected to do • Job descriptions are inherently under-defined • Depending on the personality and the culture agents in a organization will either shirk responsibilities or overreach • A matter of power—its proper use and its abuse
Discretion is the use of judgment • Judgment is an essential helpful element (we did not hire robots) • The higher up the more discretion • It is important because it promotes creativity and initiative—and supports fundamental values—subsidiarity & stewardship • Risk—micro managing
Discretion is managed by • Managers checks & balances—formal control • Standards—policies, job description (not all possibilities can be imagined), work plans • Culture (may tacitly permit behavior incongruent with mission/policies) • Organization promotes “excellence” whereas the culture promotes deference to the boss
Forms of OE analysis • Rational systems • Formal—examines policies • Natural systems • Informal—examines real practices • Open systems • External systems—examines liability, laws, regulations, etc.
Formal analysis • “Mission substitution”—where an employee exercises discretion and pursues a very laudable and legitimate project during work time that might not be consistent with the institution’s mission. • “Expert imperialism”—where overconfident employees, such as administrative assistants, exceed the bounds of either their job description and professional training/expertise by exercising authority reserved to their superiors. • “Strategic dithering’—in which employees take time between tasks to play at the computer or hangout schmoozing at the water cooler. • “Not my problem”—an attitude that manifests itself with employees who sit on their hands, underutilizing discretion on the basis that the task was not written in the job description.
Case • Marge –manager in home care • 20 yr employee • Managers given credit cards • Tacit permission for personal use • Uses for cash advance • Unable to pay it off • Diane-new director—what should she do?
Values-based Decision-making • What are the issues • Who is affected (who has interests?) • What facts are needed? • What values should inform ? • What are the options? • How do the options supported/undercut values?
Values • Guideposts • Human dignity • Dignity of work • Fair treatment
Where do boundaries in organizations come from? • Common human morality • Mission & values • Job descriptions • Professional Codes • Culture • Ethical achievement—optimizing mission • Ethical minimalism-following policies blindly
Bonus Pool Case • Jim secures $25 mil gift • Martin—supervisor • Recognizes • Takes to dinner • Salary adjustment • Jim approaches CEO and asks for $10,000 bonus • Should Martin use discretion?
Trust • No lies or exaggeration • Openness to ideas • Consistency • Respect treating people with fairness and dignity
Guideposts to consider • Be clear about authority and accountability—governance charter • Educate people about their appropriate role and professional responsibilities • Establish checks and balances • Establish systems of communication where people feel free to voice and clarify expectations; encourage people to speak us as a matter of improving quality • Safe forum about place to clarify • Encourage ethical achievement—not minimalism