I will identify myself as a Millennial. Please read that section on the pdf slide. In addition, please refer to cheap 7 overview.
Chapter 7 Overview
In Module Seven, we will review the importance of employees as stakeholders in the organization, as primary internal customers. We will explore how the demographics of the workforce continues to change. For the first time in history, five different generations are employee stakeholders. We will discuss the changes in the composition of the workforce that relate to work-related values and motivations. One-size-fits-all management techniques no longer work for this diverse employee group of stakeholders.
Chapter 7 reviews characteristics and diversity issues about today’s workforce and how these characteristics and issues affect the corporation’s ethical responsibilities and leadership practices. Motivation and engagement elements are unique for the different groups encompassing the employee stakeholders. The chapter explores the changing nature of the employer-employee social and psychological contract, the boundaries of employee loyalty, the facets of generational wants and needs, and employee and employer rights and responsibilities. The chapter addresses the differences of today’s workforce and how these differences potentially affect the corporation’s ethical responsibilities.
Employees are primary customers and stakeholders of the organization and greatly impact productivity, quality, and profit. Moral leaders recognize that employees must be treated fairly as individuals and equipped with the necessary resources to give their best effort to help the organization succeed in its mission and goals.
Technology is driving a shift in necessary workforce knowledge, skills, and abilities to compete and succeed. The moral leader recognizes the responsibility of the organization to help workers increase their knowledge, improve their skills, and develop new abilities to keep pace with change. In a technology-based, digital economy, “knowledge workers with technological and people skills must manage processes and themselves in cyberspace with speed, efficiency, and accuracy” (Weiss, 2014, p. 426). Within this context, Weiss (2014) lists the following changes for employees and professional stakeholders:
Changes in the workforce present a unique set of ethical challenges and issues for leaders. For the first time in history, the workforce has five active generations with different attitudes and values toward work and organizational culture. Generational differences in the workforce result in the need for leaders to “develop workplace strategies and evaluate ethical principles and beliefs of different groups in the workforce” (Weiss, 2014, p. 428). Leaders must integrate “individual and group differences in the workforce” with planning, policies, and training. “In larger, more complex organizations, providing education and training to integrate the workforce is a necessity” (Weiss, 2014, p. 430).
Weiss (2014) offers the following steps as a framework to integrate the needs of a multigenerational workforce:
Rights and Responsibilities
“Employers and employees have rights and responsibilities each should honor with respect to the other” (Weiss, 2014, p. 445). Our textbook reviews the mutual responsibilities of employers and employees based on ethical principles and law and legislation. The best case for this relationship is mutual respect and trust. The moral leader respects employees and understands the need to enforce employment law and compliance. This principle of respect and the understanding of legal boundaries affect organizational culture and brand image. Employees and employers act and react based on needs and values. The moral leader understands this perspective and works to align and balance the needs and values of employees with the needs of the organization to earn profit and sustain the business.
Weiss (2014) notes the following:
A values-based stakeholder management perspective views the employee-employer relationship from a win-win foundation . . . Employer-employee working relationships are enhanced when the values of the organization reflect and align stakeholder with stockholder interests. Productivity, innovation, personal and professional growth are more likely to result from this type of alignment. (p. 447)
Weiss, J. (2014). Business ethics: A stakeholder and issues management approach (6th ed.). Oakland, CA: Berrett-Koehler Publishers.