(Cooper & Schindler, 2014, p. 542).
In a 2006 article, entitled, “The Effects of Behavioral and Outcome Feedback on Prudent Decision-Making Under Conditions of Present and Future Uncertainty”, author Jay Brown advises, “Prudent decision-making can be thought of as decision-making driven by long-term consequences rather than immediate outcomes. The consequences of our decisions can fall on others or they can fall to ourselves.” The guiding theme of chapter two relates to ethics. “Ethics are norms or standards of behavior that guide moral choices about our behavior and our relationships with others” (Cooper & Schindler, 2014, p. 28). Cooper and Schindler (2014) go on to say, “The goal of ethics in research is to ensure that no one is harmed or suffers adverse consequences from research activities” (p. 28). Balanced ethical considerations mentioned in our textbook such as protection of rights for all involved, receipt of ethically conducted research regarding the business model (transactions), and information regarding possible implications and outcomes, both negative and positive, must be made by SupplyCo. to ensure that the best decisions are made. SupplyCo. should have a code of conduct/ethics in place; this will help to ensure the best decision is made. SupplyCo. cannot just consider their own personal gain, instead they must consider the implications to all parties involved.
Faith Integration - Group 1
Eric Day, Aleah Hawkins, Jennifer Moore and Melissa Thomas
BUSI644-D01: Human Resource Development
Dr. Daniel Gilbert
May 5, 2014
HRD Relevance to Scripture
Scripture teaches in 2 Timothy 3:16 (New American Standard Bible) that all scripture is God-breathed and useful to teach, rebuke, correct, and train. Christians know that scripture can be applied in every aspect of life, including business practices. Areas of business discussed throughout this paper where scripture can be applied are: employee socialization and orientation, coaching and performance management, counseling, and acceptance of diversity. On-Boarding: Employee Socialization and Orientation
According to Werner and DeSimone (2012), there is an abundant amount of information that a new employee will need to learn in their orientation, as well as adapting to new behaviors that are in place in the organizations environment. Adapting to change and gaining a new perspective from being inducted as a new employee can compare to someone who has accepted Christ. Anticipation of what to expect and interaction between a new employee and other organization members is the driving force behind socialization in the workplace (Werner &DeSimone, 2012, p.276). Matthew 28:18-20 identifies the process of a new believer and it is a similar approach to that of a new hire being integrated into the organization. Beginning with the introduction to the boss, who has all authority and through him, the individual will have the authority to do the job given to them. Go and become a productive worker and teach others; make disciples by teaching and training new employees to do a job, just as current employees have learned from the employees with more seniority. As a Christian and when someone has been baptized, this individual has become a member of the working community or part of the family in the organization. A new employee will learn from the examples of others and the instructions of the job that has been given. Employees are ultimately answerable to the company rule book and must learn from it. Verse 20 says that by teaching the directions in which God has commanded, he will be with his children always, just as when a boss should always be there to help their employees. Support from management is critical to ensure that employees do not leave their new positions. Employees are more driven to stay in a position because of their leadership. The length of time for on-boarding and training an employee may vary...
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Kim, S. (2014).Assessing the influence of managerial coaching on employee outcomes.Human
Resource Development Quarterly, 25, 59–85. doi: 10.1002/hrdq.21175
Talbot-Allen, L. (1995). Diversity in the workplace. CMA, 69(8), 3. Retrieved from
Werner, J. M., &DeSimone, R. L. (2012).Human resource development (6th ed.). Mason, OH: Cengage.
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