Description
Solution
Unethical Behavior in the Workplace
An example of unethical behavior could involve favoritism in recruitment. A hiring manager might deliberately favor a friend or relative for a position despite other candidates being better qualified. This not only breaches fairness but also undermines merit-based hiring (MSPB, 2024). It violates the ethical principle of fairness and impartiality in the recruitment process. Such actions could lead to resentment among employees and lower morale, as the decision is driven by personal interests rather than the organization’s best interests.
If I observed this unethical behavior, I would first gather concrete evidence, such as emails or records of interviews, to support my concern. I would raise the matter to my line manager through a confidential meeting, following the organization’s whistleblowing policy. This approach ensures that the issue is addressed appropriately while protecting my identity. If the manager fails to act, I would escalate the concern to the HR department or another relevant authority, ensuring that my actions align with the organization’s code of ethics.
Contravention of UK Legislation
An example of contravening UK legislation is failing to provide employees with the minimum wage as mandated by the National Minimum Wage Act 1998 (GOV.UK, 2024). Suppose I discover that certain employees are being paid below the minimum wage, which directly violates the law. This issue could lead to legal repercussions for the organisation and cause significant hardship for the affected employees.
In such a case, I would address the issue by first reviewing payroll records and documenting any discrepancies to ensure clarity. I would then approach my manager and explain how this violates the National Minimum Wage Act. If the issue is not resolved promptly, I would escalate it to HR or the legal department, following the company’s grievance procedure. Should internal mechanisms fail, I would report the matter to external authorities like the Advisory, Conciliation and Arbitration Service (ACAS), ensuring full compliance with legal obligations (ACAS, 2023).
Please click the following icon to access this assessment in full
Related Papers
(Solution) 5CO02 (AC1.1) Evaluate the concept of evidence-based practice including how it can be applied to decision-making in people practice
(Solution) New CIPD 5C001: Organisational Performance and Culture in Practice
(Solution) CIPD Assessment ID/CIPD_5CO02_23_01 Evidence-based practice
(Solution) New PSE Sourcing Essentials ROSHN Syndicate Cohort
- ROSHN should incorporate Porter’s Five Forces and PESTLE analysis into the organization’s Vendor Management Team (VMT)
- The expansion of the approved list of suppliers by not less than fifteen percent in the course of the next year is vital in eliminating reliance on a few suppliers.
- Improving eSourcing tools especially eAuctions to apply competitive pressures and lower costs of procurement. This will solve the problem of inefficiency in the tendering process and increase transparency while RHOSN already has efficient technology solutions for engaging suppliers.
- Obligatory implementation of a supplier sustainability program that identifies suppliers with high levels of CS