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PSY FPX 6740 Assessment 5 Ethical and Legal Aspects of I-O Psychology

Name

Capella University

PSY FPX 6740 Industrial/Organizational Psychology Practices in Personnel and Human Resource Management

Prof. Name

Date

Introduction

The first step in addressing any organizational challenge is identifying the core issues. I have been enlisted by MacDonald Pfiffer to facilitate team-building activities at Purple Sky, Inc. Following discussions with various colleagues, it is evident that communication problems and leadership deficiencies are prevalent. Before delving into these issues, it is essential to revisit the ethical guidelines set forth by the American Psychological Association (APA).

APA Ethics Principles

The APA outlines several ethical principles essential for fostering a respectful and productive work environment:

  1. Beneficence and Nonmaleficence
  2. Fidelity and Responsibility
  3. Integrity
  4. Justice
  5. Respect for People’s Rights and Dignity (American Psychological Association, n.d.)

Adhering to these principles ensures that we act ethically and morally to support our peers. Various resources, such as dilemma stimulus training cards and CAPE bingo, can help initiate conversations about treatment within the workplace (Blackman, n.d.). The primary ethical theories include:

  • Teleology: Justifies morality based on outcomes.
  • Deontology: Stresses the consistency of right actions.
  • Relativism: Posits a natural inclination towards moral acts.
  • Virtue Theory: Emphasizes actions based on character traits.

In an organizational context, deontology is particularly relevant, as consistent actions and outcomes are crucial to maintaining fairness and trust among colleagues.

The Issue

Feedback from discussions with an employee, a manager, and a colleague at Purple Sky indicates significant communication breakdowns and ineffective management styles. These issues are symptomatic of broader organizational culture problems. Addressing these requires both individual and organizational moral awareness (O’Reilly & Aquino, 2011). A manager’s failure to listen, despite evidence-based recommendations, exemplifies the need for moral judgment and ethical behavior. It is imperative to challenge and rectify unethical practices within the organization by engaging with colleagues, managers, and senior leadership.

Analyzing Ethical Issues

The presence of communication issues and senior leadership’s reluctance to scrutinize managers points to workplace inequality. Ignoring managerial misconduct fosters an environment of unfairness, potentially leading to employee dissatisfaction and turnover. Additionally, it was highlighted that a female employee felt disregarded by her male manager, raising concerns about potential gender biases. This situation necessitates a deeper examination to determine if gender-based discrimination is at play.

Gender Inequality

Gender inequality, although often prohibited in HR policies, persists due to unconscious biases. Managers might unknowingly treat women or other minorities unfairly due to a lack of understanding and training. Therefore, implementing workshops where managers can role-play scenarios and learn to handle diverse situations effectively is crucial for fostering an inclusive workplace.

Advice

Considering colleagues’ perspectives can provide valuable insights; however, as an I-O practitioner, your decisions should remain objective and focused on helping the organization. Leadership should be held to the same standards as employees to maintain justice and morale within the workplace. Addressing leadership issues through workshops can enhance overall organizational health and reduce turnover.

PSY FPX 6740 Assessment 5 Ethical and Legal Aspects of I-O Psychology

Ideas for Resolution

To tackle gender inequality, it is essential first to acknowledge its existence. Comprehensive training, scenario reenactments, visual aids, and safe spaces for women to voice their concerns are critical (Dashper, 2019). Managers should undergo annual training and receive performance appraisals from employees. Creating forums for female employees to discuss their careers can empower them and improve their job performance and satisfaction (Zhuzwayo, 2016).

Confidentiality

I-O psychologists, like other psychology practitioners, must adhere to confidentiality and ethical guidelines. The APA Ethics Code addresses issues such as competence, human relations, public statements, record keeping, and privacy (Cascio & Aguinis, 2011). These standards ensure ethical practice and protect individuals’ employment and livelihood.

Conclusion

While there are overlaps between Human Resources and I-O practitioners, an objective third party can provide a more balanced perspective and uphold stakeholder interests. Addressing communication and leadership issues through workshops and discussions can significantly enhance the work environment at Purple Sky. Encouraging ethical leadership and fostering open communication are vital steps toward creating a respectful and productive workplace.

References

Blackman, G. (n.d.). Committee for the advancement of professional ethics (CAPE). Retrieved from Society for Industrial and Organizational Psychology: https://www.siop.org/CareerCenter/Professional-Ethics.

Cascio, W., & Aguinis, H. (2011). Applied psychology in human resource management (7th ed.). Prentice Hall.

Dashper, K. (2019). Challenging the gendered rhetoric of success? The limitations of women-only mentoring for tackling gender inequality in the workplace. Gender, Work, and Organization, 26(4), 541–557. https://doi.org/10.1111/gwao.12262.

Ethical principles of psychologists and Code of Conduct. (n.d.). Retrieved from American Psychological Association: https://www.apa.org/ethics/code.

O’Reilly, J., & Aquino, K. (2011). A model of third parties’ morally motivated responses to mistreatment in organizations. Academy of Management Review, 36(3), 526–543. https://doi.org/10.5465/amr.2009.0311.

PSY FPX 6740 Assessment 5 Ethical and Legal Aspects of I-O Psychology

Zhuzwayo, Z. (2016). Separate space: An approach to addressing gender inequality in the workplace. Journal of International Women’s Studies, 17(4), 91-101.

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