Recruitment and Ethical Standards in Social Care Management Report

This report addresses the key elements of recruitment, selection, and ethical standards within a social care context. It begins by outlining the principal steps for effective recruitment and selection, including job analysis, job descriptions, screening, interviewing, evaluation, and the offer of employment, with specific application to Social Care Ireland. The report then delves into factors shaping ethical behavior within organizations, differentiating between individual, social, and organizational influences. It also explores rationalizations that employees might use to justify unethical conduct. Furthermore, the report highlights strategies for social care managers to maintain high ethical standards, such as implementing transparent systems, developing ethical standards, promoting community involvement, and improving employee motivation. The content is supported by relevant academic references.

PRINCIPAL STEPS

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
CONCLUSION................................................................................................................................3
REFERENCES................................................................................................................................3

MAIN BODY
(c) Key relevant steps that can be used for recruitment and selection in a relevant social care
organisation
The recruitment and selection activities are very important for a social care organisation as
well. There are several steps that they can follow in order to develop a talented and qualified
staff in a social care setting such as Social Care Ireland (Dignum, 2019). Social care Ireland is
the selected organisation. Following are the key steps that Social Care Ireland can use for better
recruitment and selection activities:
Job Analysis: Job analysis is the first step that is involved in the recruitment and selection
process for different designations at Social Care Ireland. It involves identifying the needs and
requirements of the different job roles at social care organisation and then analyse accordingly
that what kind of candidates they want to hire. The analysis involves consideration about all the
aspects related to different factors such as roles, duties, skills, gender, ethnicity and specialised
care services, abilities and other similar factors associated with the designated role in
organisation. Social care Ireland can also use this series of steps in order to attract relevant
candidates for the job roles.
Job description: Job description involves a detailed assessment of the characteristics and
requirements that the candidates must fulfil in order to attain the job (Grant, Arjoon and
McGhee, 2017). Based on the requirements and needs associated with the role in social care
organisation, a descriptive job description can be prepared and published through all the media
and communication channels. For Social Care Ireland, this is the best strategy where they can
state the minimum qualifications or requirements that they are expecting from their employees.
Screening and short listing: After the relevant candidates get attracted to the organisation, next
step is to screen them. This involves use of different tests and technologies that can help them in
identifying the most skilled and competent employee. Therefore, Social Care Ireland can review
the profile of the client and based on this reviewing; the client can then be shortlisted for further
steps in the completion of the recruitment process. This is the crucial help in identifying and
attracting the right talent.
Interviewing: After the worthy candidates are shortlisted in the previous step, there is the next
step of interviewing them (Mensah and Osman, 2018). Social Care Ireland can use this method
so that the senior employees in the organisation can identify personal strengths and weaknesses
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that the candidate possesses. They can develop a panel of senior employees who can quiz the
candidates on whatever aspects that are relevant to the professional aspect and then hire
accordingly. Additionally, there can also be a session of practical demonstration of the abilities
that the candidates possess for different job roles.
Evaluation and offer of employment: After the interview round, all the potential candidates
can be evaluated and the best candidate or candidates can be offered the employment offer by the
organisation. Social Care Ireland can also decide that candidates that they find suitable and want
to hire in this organisation at this stage (White and Rezania, 2019). Here the organisation can
make an offer to him regarding the salary expectations, detailed description of the exact duties
that they will be expected to perform.
Introduce in organisation: Social Care Ireland can complete the steps involved in the
recruitment and selection process effectively by this last step. Under this, the employees that
have agreed to associate with the organisation are carried through an induction programme at
Social Care Ireland where they can become familiar with the internal working of the
organisation.
Therefore, the analysis of all the steps above shows that the Social Care Ireland organisation can
adopt this series of steps in order to fulfil their recruitment and selection requirements.
(d) Factors that can be used to shape ethical behaviour and the duties of a social care manager for
maintaining ethical standards
In every organisation, developing ethical conduct and practices amongst the employees is a
very critical activity which involves various factors that need to be taken into consideration:
Individual factors: Every employee working in the organisation has a different belief system and
acts differently in diverse situations. However, adopting ethical and justified actions at the work
place is the key individual factor which every individual as an employee should keep in mind
(Yatich and Musebe, 2017). They should recognise their position as the employees of an
organisation and thus act accordingly.
Social factors: The actions of an individual can also be justified by their family values, societal
belongingness and cultural aspect. Majority of the employees in an organisation tend to follow
their cultural and popular social trends which can offend employees belonging to other social
groups. Therefore, it is necessary for employees to accept the diverse backgrounds that they
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belong to and develop correct practices and actions that are correct and ethical i.e. in favour of
organisation.
Organisational factors: The organisational values and vision of an organisation play an
important role in shaping ethical behaviour of their employees (Salmela, Koskinen and Eriksson,
2017). Thus actions of employees are greatly controlled by the organisational policies and
strategies which is a significant factor in deciding the course of action that an employee is most
likely to face whenever he faces an ethical dilemma.
However, despite these factors and its emphasis, there are many actions which employees
might justify as ethical despite them being unethical. For instance, secretly covering up any
grave mistakes that a fellow employee is constantly making can be good for developing healthier
relationships but it can also lead to the company suffering greater losses and having their
resources being wasted unnecessarily on an incapable employee. Other similar activities like
comparison of the employees, being biased in the authority distribution etc. are some of the
aspects that the employee might tend to justify as rational activities despite them being unethical
(Mackelprang and Salsgiver, 2016). This should be avoided by the managers and can be done
only when they have a close eye on the activities that are being performed by the employees.
When the manager of an organisation tends to develop better and higher ethical standards in
their organization, the need for developing appropriate strategies is evident. It is necessary that
certain actions or strategies are developed by them that will help in increasing the ethical attitude
of employees towards working in the organisation:
Transparent system: The management of any organisation must ensure that they implement an
adequate strategy that encourages transparency in the organisation. This is an effective strategy
that promotes ethical behaviour at the organisation because employees as well as their seniors
can be checked at any time by anyone.
Develop ethical standards: When the policies and practices in the organisation will themselves
be ethical, then the employees who are bound to comply with such organisation policies will
automatically change their practices towards an ethical direction (Dignum, 2019).
Promote community involvement: Involvement and integration amongst all the employees of
the organisation helps in increasing the positive environment and culture that surrounds them.
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With the support of all human resources associated at different designated positions in
organisation, management can promote ethical behaviour in organisation.
Improve employee motivation: Motivation plays huge role in successful application of ethical
practices and encouraging ethical behaviour in organisation (Mensah and Osman, 2018).
Organisations can hold regular activities conduct monthly sessions to motive employee towards
improving ethical behaviour in organisation.
Therefore, collectively, the importance of ethical practices and behaviour in an
organisational setting can be ascertained from the above factors and strategies that were
identified.
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REFERENCES
Books and Journals
Dignum, V., 2019. Can AI Systems Be Ethical?. In Responsible Artificial Intelligence (pp. 71-
92). Springer, Cham.
Grant, P., Arjoon, S. and McGhee, P., 2017. Reconciling Ethical Theory and Practice: Toward
Developing a Business Ethics Pedagogical Model. Business and Professional Ethics
Journal. 36(1). pp.41-65.
Mensah, F. and Osman, T., 2018. Communicating through social media to regain stakeholders
trust during crises: A case study about H&M.
White, S. and Rezania, D., 2019. The impact of coaches’ ethical leadership behaviour on
athletes’ voice and performance. Sport, Business and Management: An International
Journal.
Yatich, H. K. and Musebe, R., 2017. Assessment of ethical behaviour on organizational
performance. African Journal of Business Management. 11(1). p.12.
Salmela, S., Koskinen, C. and Eriksson, K., 2017. Nurse leaders as managers of ethically
sustainable caring cultures. Journal of Advanced Nursing. 73(4). pp.871-882.
Mackelprang, R. W. and Salsgiver, R. O., 2016. Disability: A diversity model approach in
human service practice. Oxford University Press.
Online
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