Whether one is conscious of it or not, all have their respective worldviews. The way people view life in general and their approach to it is the worldview that control and guide them in every decision that they make – in the way they cope pressures, and even as they celebrate and enjoy good days. Since on a particular worldview a person stands or falls, it is very important to constantly check and evaluate one’s philosophy of life. “Which philosophy is the best philosophy? ” The best answer that perhaps that one can come up with is, “Of course, the philosophy that encourages intellectual development.
” Christianity is a religion that has been compared, every now and then, to many philosophical persuasions; and most of the time, it was either mixed with other worldviews which were totally strange to it, or the proponents of other strange worldviews have attempted to enjoin Christianity to their philosophy, which inevitably have resulted in confusion and clever duplicity in individuals who follow and experiment into this game (Cheung, 2007). For generations, people in different civilizations have become witnesses of how their fellows advocated multiple philosophical disciplines.
In fact, today, if one would just observe closely, many hold a compound of various beliefs that got rooted and accumulated for years in the family via environmental conditioning. The by-product of this kind of influence is an individual who cope through the varying situations and circumstances of life with the competence of a chameleon. This kind of approach will not properly help in the development and growth of a person as he or she wades his/her way through college (Harbison, 1964) B.
Develop a section that has a plan for an appropriate ethics training program. Training and training programs instituted by an organization requires that the management realizes the need for a systematic program for employee training and development through the formulation of company policy and its implementation by specifying who should be responsible. Management must therefore consider training as one of its major functions. It must realize this need because training is a continuous activity and requires management’s attention and support.
Without management’s continued backing, financial, and moral, the program will fail (Clement, 1981). Regardless of the sophistication and predictive validity of a selection program, it is almost always necessary to expose newly hired employees to some kind of training before they can be maximally effective on a new job, even if the employees are already experienced with the tools utilized in the workplace. The purpose of which is to increase the employee’s productive efficiency and to enhance organizational goals.
Training requirements are made more complicated when the workers have had little actual job experience or are being hired for a type of work they have never performed (Baron, 1983). C. Develop a section that discusses systems to monitor, audit and report misconduct. The organization’s selection procedures ideally ensure that new employees have sufficient intelligence, aptitude, and attitude to learn the job. The effects of a training program are in some cases tangible and in other cases, intangible.
In the case of the former, empirical measurement of effectiveness is relatively easy; but in the case of the latter, it is not so. For example, the effectiveness of a training program, such as one for operator training, work study or inventory control, can easily be measured in terms of increased productivity or reduced cost, after the trainees have completed the program. But in the case of a program on human relations or leadership, the benefits cannot be measured in terms or units; they are seen and felt over a period of years.
The effectiveness of such programs can also be measured from the point of view of objectives of the program by conducting in depth interviews of the participants, their superiors and subordinates (Baron, 1983). D. Develop a section that has a plan to review and improve the ethics program over time. The HR manager should determine, in consultation with the different line departments, what training activities are needed, arranged according to priorities.
He should evaluate the training programs and submit to management annual reports on the status of each program, their effectiveness, and the quality of the training activities. He should continually sell the training programs to all supervisors and managers and integrate the programs with other personnel actions, such as promotions or transfers. He should also extend technical aid to the supervisors and managers at all levels in determining training needs, selecting instructors or demonstrators and evaluating results (Clement, 1981).