PSY FPX 8740 Assessment 5 Ethical and Legal Aspects of I-O Psychology

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Capella University

PSY FPX 8740 Industrial/Organizational Psychology Practices in Human Resource Management

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Date

Ethical and Legal Aspects of I-O Psychology

Although legal and ethical issues may not be the first consideration when thinking about psychology, they play a significant role in the practice. Psychologists are required to maintain their professional competence by staying updated with changes and new theories in their field of specialty, as well as keeping informed about legal and regulatory updates that could impact their practice (Black, 2016). In the field of Industrial and Organizational (I-O) psychology, professionals must be familiar with legal and ethical guidelines concerning assessments, confidentiality, and informed consent. Many of these guidelines are established by the American Psychological Association (APA, 2010) or organizations that specifically govern the profession, such as the Society for Industrial and Organizational Psychology (SIOP) (n.d.). This discussion will propose an approach to address the ethical and legal dilemmas presented in a case study.

Ethical Issues in the Case Study

The case study centers around a psychologist employed by MaCDonald Pfeiffer, a large consulting firm, who is contracted by the CEO of PurpleSky Inc. to conduct team-building activities (Capella University, n.d.). After engaging with employees and managers, it becomes evident that there is a significant issue related to poor communication and leadership, particularly on the part of the CEO (Capella University, n.d.). The CEO appears unaware of the problem, blaming the employees rather than recognizing his role in the situation. His behaviors are contributing to a toxic work environment within the organization.

One of the ethical issues in the case study is the CEO’s behavior. According to one of the managers, while the CEO speaks of employee empowerment, he practices autocratic leadership (Capella University, n.d.). Autocratic leadership is characterized by a leader maintaining control over decisions with minimal or no input from team members (De Hoogh, Greer, & Den Hartog, 2015). Research suggests that such leadership can demoralize a team, negatively affecting its performance (De Cremer, 2006). Additionally, autocratic leadership may lead team members to feel undervalued, wronged, and increase perceptions of inequality within the organization (Muller, 1985; Anderson & Brown, 2010).

PSY FPX 8740 Assessment 5 Ethical and Legal Aspects of I-O Psychology

Another ethical concern is the organization’s culture. An employee shared with the psychologist that the team-building efforts seemed like “a cruel joke” (Capella University, n.d.), while a manager indicated that the real issue was the CEO’s management style, not team-building activities (Capella University, n.d.). The CEO’s actions have created a toxic organizational culture, and some of the communication issues stem from conflicting directives. Research indicates that the work environment significantly influences productivity and work quality (Anjum & Ming, 2018). Employees in toxic workplaces are less productive, and the quality of their work suffers. Additionally, studies have shown that employees in toxic environments are more likely to experience high levels of stress (Colligan & Higgins, 2006).

The final ethical issue involves a suggestion from one of the psychologist’s colleagues, advising her to fulfill the CEO’s request for a team-building activity without addressing the real issues (Capella University, n.d.). Although this suggestion may seem harmless, the psychologist has an ethical obligation to adhere to the APA’s Ethics Code (APA, 2010). Following her colleague’s advice would violate several principles and standards, including:

Principle B (Fidelity and Responsibility): Psychologists must establish trusting relationships with their clients (APA, 2010).
Principle C (Integrity): Psychologists must promote accuracy, honesty, and truthfulness in their practice (APA, 2010, p. 3).
Standard 1.03 (Conflicts Between Ethics and Organizational Demands): Psychologists must inform the organization if their work conflicts with the Ethics Code (APA, 2010).
Standard 2.01 (Bases for Scientific and Professional Judgments): Psychologists’ work must be grounded in established scientific and professional knowledge (APA, 2010, p. 5).

PSY FPX 8740 Assessment 5 Ethical and Legal Aspects of I-O Psychology

If the psychologist proceeds with the CEO’s request, she would be creating a relationship not built on trust (violating Principle B), practicing dishonestly (violating Principle C and Standard 2.01), and failing to inform the CEO of the ethical conflict (violating Standard 1.03).

Course of Action for Responding to an Ethical and Legal Dilemma

Responding to ethical and legal dilemmas can be challenging. Rest’s Four-Component Model of Moral Behavior (1994) provides a framework to navigate these situations. The first step is Moral Sensitivity, which refers to the ability to identify a moral or ethical issue (Rest, 1994). Lincoln and Holmes (2011) assert that to engage in this step, one must be aware of the potential harm or benefit their actions may have on others. In this case, the psychologist must recognize that misrepresenting her services will harm the organization by failing to address its core issues.

The second step, Moral Judgment, involves assessing potential solutions with moral justification (Rest, 1994). The psychologist has several options: she can fulfill the CEO’s request, discuss the real issues and provide recommendations, or decline the assignment due to ethical conflicts. The third step, Moral Motivation/Intention, concerns the decision to choose the moral path over others (Rest, 1994; Lincoln & Holmes, 2011). If the psychologist chooses to address the real issues, she would prioritize ethics over personal convenience. Finally, the fourth step, Moral Character/Action, refers to taking action in accordance with one’s moral decision (Rest, 1994). This step requires courage and perseverance; failing to follow through could result in moral failure (Rest, 1994, p. 30).

Confidentiality Concerns in the Case Study

Protecting confidentiality is a key duty under the APA’s Ethics Code (2010). In this case, if the psychologist informs the CEO about the real problem, he may demand to know which employees shared this information, leading to confidentiality concerns. Although the conversations were informal, and limitations on confidentiality may not have been explicitly discussed, the psychologist has an implied duty to protect the employees’ privacy. APA Ethical Standard 4 (Privacy and Confidentiality) mandates psychologists maintain confidentiality and minimize privacy intrusions (APA, 2010). Disclosing employee names could harm them, as the CEO may retaliate, thus violating Principle A (Beneficence and Nonmaleficence) (APA, 2010). Fisher (2008) suggests that addressing confidentiality early in a client relationship can help prevent such issues.

Ethical Issues Needing Further Research

Several ethical issues identified in this case could benefit from further research. One area for additional study is the link between toxic work environments and stress. Current research indicates that toxic environments increase stress (Anjum & Ming, 2018), but future studies should explore the broader health effects. Further research is also needed on the impact of autocratic leadership on employee health and organizational productivity. Finally, examining confidentiality challenges in organizations with autocratic leadership may provide practitioners with strategies to navigate complex situations.

References

American Psychological Association (2010). Ethical principles of psychologists and code of conduct. Retrieved from https://www.apa.org/ethics/code/principles.pdf

Anderson, C., & Brown, C. E. (2010). The functions and dysfunctions of hierarchy. Research in Organizational Behavior, 30, 55-89. doi:10.1016/j.riob.2010.08.002

Anjum, A., & Ming, X. (2018). Combating toxic workplace environment. Journal of Modelling in Management, 13(3), 675-697. doi:10.1108/JM2-02-2017-0023

Black, J. L. (2016). Legal issues and professional psychology. Retrieved from https://owlcation.com/social-sciences/Legal-Aspects-of-Professional-Psychology