{"id":45,"date":"2019-06-17T20:46:15","date_gmt":"2019-06-17T20:46:15","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=45"},"modified":"2024-04-25T01:47:12","modified_gmt":"2024-04-25T01:47:12","slug":"creating-an-ethical-workplace","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/creating-an-ethical-workplace\/","title":{"raw":"Creating an Ethical Workplace","rendered":"Creating an Ethical Workplace"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss how to create an ethical workplace<\/li>\r\n<\/ul>\r\n<\/div>\r\nIn an article for SHRM, Dori Meinert notes that \u201cHR professionals are in a unique position to help build an ethical workplace culture because their involvement in hiring, training and evaluating employees allows them to influence their organizations at many levels.\u201d[footnote]Meinert, Dori. \"<a href=\"https:\/\/www.shrm.org\/hr-today\/news\/hr-magazine\/pages\/0414-ethical-workplace-culture.aspx\" target=\"_blank\" rel=\"noopener\">Creating and Ethical Workplace<\/a>.\" Society for Human Resource Management. April 1, 2014. Accessed July 18, 2019.[\/footnote] Steven Olson, author and Director of Georgia State University\u2019s Center for Ethics and Corporate Responsibility states that Human Resources personnel should be both guardians and champions of their organization\u2019s ethical culture.\u00a0In their role as guardians, they have a duty to protect employees, clients\/customers and other stakeholders from unethical conduct. As champions, they practice and promote ethical behavior in daily operations.[footnote]Ibid.[\/footnote]\r\n\r\n<img class=\"alignright wp-image-339\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19190443\/checklist-2077020_960_720-300x189.jpg\" alt=\"A close up of a check list and someone marking off the boxes with check marks using a pink highlighter.\" width=\"350\" height=\"220\" \/>In an article on her website, author and leadership development consultant Linda Fisher Thornton breaks the ethical culture-building task into the following 40 specific action items. [footnote]Thornton, Linda Fisher. \"<a href=\"https:\/\/leadingincontext.com\/2015\/04\/15\/ethical-culture-building\/\" target=\"_blank\" rel=\"noopener\">40 Ways to Build an Ethical Culture (An Ethical To Do List)<\/a>.\" Leading in Context. April 15, 2015. Accessed July 18, 2019.[\/footnote] This list serves as both an ethical culture assessment and a to-do list. Items that are in effect or true to your organization can be checked off; those that remain are culture-building opportunities. You can also modify the checklist to reflect degrees of attainment; that is, instead of a simple yes (check) or no, indicating the state of development\/implementation or a target date. Finally, to add intention and incentive, include action items in relevant management evaluations.\r\n<div class=\"textbox\">\r\n<h3>Ethical Culture Checklist<\/h3>\r\n<ol>\r\n \t<li style=\"font-weight: 400;\">Avoid Harm To a Wide Variety of Constituents<\/li>\r\n \t<li style=\"font-weight: 400;\">Balance Ethics With Profitability and Results<\/li>\r\n \t<li style=\"font-weight: 400;\">Carefully Build and Protect Trust<\/li>\r\n \t<li style=\"font-weight: 400;\">Choose the Ethical Path, Even if Competitors Aren\u2019t<\/li>\r\n \t<li style=\"font-weight: 400;\">Clarify What \u201cEthical\u201d Means in the Organization<\/li>\r\n \t<li style=\"font-weight: 400;\">Clear Code of Ethics<\/li>\r\n \t<li style=\"font-weight: 400;\">Clear Messages About Ethics and Values<\/li>\r\n \t<li style=\"font-weight: 400;\">Commitment to Protecting the Planet<\/li>\r\n \t<li style=\"font-weight: 400;\">Consistently Demonstrate Care and Respect for People<\/li>\r\n \t<li style=\"font-weight: 400;\">Decision-Making Carefully Incorporates Ethics<\/li>\r\n \t<li style=\"font-weight: 400;\">Develop Leaders in How To Implement Proactive Ethical Leadership<\/li>\r\n \t<li style=\"font-weight: 400;\">Do Business Sustainably<\/li>\r\n \t<li style=\"font-weight: 400;\">Enforce Ethical Expectations<\/li>\r\n \t<li style=\"font-weight: 400;\">Embrace Corporate Social Responsibility<\/li>\r\n \t<li style=\"font-weight: 400;\">Engaging and Relevant Ethics Training and Messages (Not The Same Old Boring Stuff)<\/li>\r\n \t<li style=\"font-weight: 400;\">Ethical Actions Match Ethical Marketing<\/li>\r\n \t<li style=\"font-weight: 400;\">Frequent Conversations About Ethics (That Honor Work Complexity)<\/li>\r\n \t<li style=\"font-weight: 400;\">Full Accountability for Ethics At Every Level Including the C-Suite<\/li>\r\n \t<li style=\"font-weight: 400;\">High Degree of Transparency<\/li>\r\n \t<li style=\"font-weight: 400;\">Leaders Aware of Increasing Ethical Expectations<\/li>\r\n \t<li style=\"font-weight: 400;\">Leaders Stay Competent as Times Change<\/li>\r\n \t<li style=\"font-weight: 400;\">Open Leadership Communication and Invitation to Participate in Decisions<\/li>\r\n \t<li style=\"font-weight: 400;\">Open, Supportive Leadership<\/li>\r\n \t<li style=\"font-weight: 400;\">Performance Guidelines and Boundaries For Behavior<\/li>\r\n \t<li style=\"font-weight: 400;\">Performance System Fully Integrated With Ethical Expectations<\/li>\r\n \t<li style=\"font-weight: 400;\">Positive Ethical Role Models<\/li>\r\n \t<li style=\"font-weight: 400;\">Recognize and Praise Ethical Actions<\/li>\r\n \t<li style=\"font-weight: 400;\">Recognize and Punish Unethical Actions<\/li>\r\n \t<li style=\"font-weight: 400;\">Safe Space to Discuss Ethical Grey Areas<\/li>\r\n \t<li style=\"font-weight: 400;\">Set Ethical Boundaries<\/li>\r\n \t<li style=\"font-weight: 400;\">Strong Commitment to Improving Leadership and Culture<\/li>\r\n \t<li style=\"font-weight: 400;\">Take Broad Responsibility For Actions<\/li>\r\n \t<li style=\"font-weight: 400;\">Think Long Term About Our Impact<\/li>\r\n \t<li style=\"font-weight: 400;\">Treat Ethics as an Ongoing Priority<\/li>\r\n \t<li style=\"font-weight: 400;\">Treat People With Care<\/li>\r\n \t<li style=\"font-weight: 400;\">Use the Precautionary Principle<\/li>\r\n \t<li style=\"font-weight: 400;\">Use Systems Thinking to See the Big Picture<\/li>\r\n \t<li style=\"font-weight: 400;\">Values Mindset (Not A Compliance Mindset)<\/li>\r\n \t<li style=\"font-weight: 400;\">Welcome and Act on Feedback From Constituents<\/li>\r\n \t<li style=\"font-weight: 400;\">Willing to Do What it Takes to Become an Ethical Organization<\/li>\r\n<\/ol>\r\n<\/div>\r\n<div class=\"textbox tryit\">\r\n<h3>PRactice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/a27cd99a-1fa1-4aa8-81f5-346934299b74\r\n\r\n<\/div>\r\n<span style=\"font-size: 1rem; text-align: initial;\"><img class=\"alignright wp-image-338\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19185456\/photo-1517048676732-d65bc937f952-300x200.jpeg\" alt=\"Four people are sitting at a wooden table with pads of paper and pens.\" width=\"350\" height=\"233\" \/><span style=\"font-size: 1rem; text-align: initial;\">In addition to cultivating a positive ethical culture, it\u2019s important to be aware of ethical \u201cdanger zones\u201d or high risk behaviors and situations.\u00a0<\/span><span style=\"font-size: 1rem; text-align: initial;\">Meinert summarizes the six \u201cdanger signs\u201d Olson identified:[footnote]Meinert, Dori. \"Creating and Ethical Workplace.\" Society for Human Resource Management.[\/footnote]\u00a0<\/span><\/span>\r\n<ul>\r\n \t<li style=\"font-weight: 400;\"><strong>Conflicting goals.<\/strong> If goals or objectives are perceived as unrealistic, employees may feel they need to engage in unethical behavior to achieve them.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Fear of retaliation.<\/strong> If reporting unethical behavior is punished, it\u2019s unlikely that employees will report violations.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Avoidance.<\/strong> If unethical behavior isn\u2019t acknowledged and punished, it sends a message that ethics don\u2019t matter.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Rationalization.<\/strong> The perception that \u201ceverybody\u2019s doing it\u201d can may lead employees to think unethical behavior is \u201cthe way we do things.\u201d<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Lowered thresholds (slippery slope).<\/strong> Unethical decisions tend to erode one\u2019s sense of standards, making it easier to commit additional acts.<\/li>\r\n \t<li style=\"font-weight: 400;\"><strong>Euphemisms.<\/strong> Rephrasing questionable behavior\u2014for example, \u201ccreative accounting\u201d\u2014in neutral terms.<\/li>\r\n<\/ul>\r\nAs Meinert cautions: \u201ca culture where misconduct is tolerated\u2014or, worse, encouraged\u2014could result in higher turnover, lower productivity and, ultimately, a diminished reputation and profitability.\u201d[footnote]Ibid.[\/footnote]","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss how to create an ethical workplace<\/li>\n<\/ul>\n<\/div>\n<p>In an article for SHRM, Dori Meinert notes that \u201cHR professionals are in a unique position to help build an ethical workplace culture because their involvement in hiring, training and evaluating employees allows them to influence their organizations at many levels.\u201d<a class=\"footnote\" title=\"Meinert, Dori. &quot;Creating and Ethical Workplace.&quot; Society for Human Resource Management. April 1, 2014. Accessed July 18, 2019.\" id=\"return-footnote-45-1\" href=\"#footnote-45-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> Steven Olson, author and Director of Georgia State University\u2019s Center for Ethics and Corporate Responsibility states that Human Resources personnel should be both guardians and champions of their organization\u2019s ethical culture.\u00a0In their role as guardians, they have a duty to protect employees, clients\/customers and other stakeholders from unethical conduct. As champions, they practice and promote ethical behavior in daily operations.<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-45-2\" href=\"#footnote-45-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-339\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19190443\/checklist-2077020_960_720-300x189.jpg\" alt=\"A close up of a check list and someone marking off the boxes with check marks using a pink highlighter.\" width=\"350\" height=\"220\" \/>In an article on her website, author and leadership development consultant Linda Fisher Thornton breaks the ethical culture-building task into the following 40 specific action items. <a class=\"footnote\" title=\"Thornton, Linda Fisher. &quot;40 Ways to Build an Ethical Culture (An Ethical To Do List).&quot; Leading in Context. April 15, 2015. Accessed July 18, 2019.\" id=\"return-footnote-45-3\" href=\"#footnote-45-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> This list serves as both an ethical culture assessment and a to-do list. Items that are in effect or true to your organization can be checked off; those that remain are culture-building opportunities. You can also modify the checklist to reflect degrees of attainment; that is, instead of a simple yes (check) or no, indicating the state of development\/implementation or a target date. Finally, to add intention and incentive, include action items in relevant management evaluations.<\/p>\n<div class=\"textbox\">\n<h3>Ethical Culture Checklist<\/h3>\n<ol>\n<li style=\"font-weight: 400;\">Avoid Harm To a Wide Variety of Constituents<\/li>\n<li style=\"font-weight: 400;\">Balance Ethics With Profitability and Results<\/li>\n<li style=\"font-weight: 400;\">Carefully Build and Protect Trust<\/li>\n<li style=\"font-weight: 400;\">Choose the Ethical Path, Even if Competitors Aren\u2019t<\/li>\n<li style=\"font-weight: 400;\">Clarify What \u201cEthical\u201d Means in the Organization<\/li>\n<li style=\"font-weight: 400;\">Clear Code of Ethics<\/li>\n<li style=\"font-weight: 400;\">Clear Messages About Ethics and Values<\/li>\n<li style=\"font-weight: 400;\">Commitment to Protecting the Planet<\/li>\n<li style=\"font-weight: 400;\">Consistently Demonstrate Care and Respect for People<\/li>\n<li style=\"font-weight: 400;\">Decision-Making Carefully Incorporates Ethics<\/li>\n<li style=\"font-weight: 400;\">Develop Leaders in How To Implement Proactive Ethical Leadership<\/li>\n<li style=\"font-weight: 400;\">Do Business Sustainably<\/li>\n<li style=\"font-weight: 400;\">Enforce Ethical Expectations<\/li>\n<li style=\"font-weight: 400;\">Embrace Corporate Social Responsibility<\/li>\n<li style=\"font-weight: 400;\">Engaging and Relevant Ethics Training and Messages (Not The Same Old Boring Stuff)<\/li>\n<li style=\"font-weight: 400;\">Ethical Actions Match Ethical Marketing<\/li>\n<li style=\"font-weight: 400;\">Frequent Conversations About Ethics (That Honor Work Complexity)<\/li>\n<li style=\"font-weight: 400;\">Full Accountability for Ethics At Every Level Including the C-Suite<\/li>\n<li style=\"font-weight: 400;\">High Degree of Transparency<\/li>\n<li style=\"font-weight: 400;\">Leaders Aware of Increasing Ethical Expectations<\/li>\n<li style=\"font-weight: 400;\">Leaders Stay Competent as Times Change<\/li>\n<li style=\"font-weight: 400;\">Open Leadership Communication and Invitation to Participate in Decisions<\/li>\n<li style=\"font-weight: 400;\">Open, Supportive Leadership<\/li>\n<li style=\"font-weight: 400;\">Performance Guidelines and Boundaries For Behavior<\/li>\n<li style=\"font-weight: 400;\">Performance System Fully Integrated With Ethical Expectations<\/li>\n<li style=\"font-weight: 400;\">Positive Ethical Role Models<\/li>\n<li style=\"font-weight: 400;\">Recognize and Praise Ethical Actions<\/li>\n<li style=\"font-weight: 400;\">Recognize and Punish Unethical Actions<\/li>\n<li style=\"font-weight: 400;\">Safe Space to Discuss Ethical Grey Areas<\/li>\n<li style=\"font-weight: 400;\">Set Ethical Boundaries<\/li>\n<li style=\"font-weight: 400;\">Strong Commitment to Improving Leadership and Culture<\/li>\n<li style=\"font-weight: 400;\">Take Broad Responsibility For Actions<\/li>\n<li style=\"font-weight: 400;\">Think Long Term About Our Impact<\/li>\n<li style=\"font-weight: 400;\">Treat Ethics as an Ongoing Priority<\/li>\n<li style=\"font-weight: 400;\">Treat People With Care<\/li>\n<li style=\"font-weight: 400;\">Use the Precautionary Principle<\/li>\n<li style=\"font-weight: 400;\">Use Systems Thinking to See the Big Picture<\/li>\n<li style=\"font-weight: 400;\">Values Mindset (Not A Compliance Mindset)<\/li>\n<li style=\"font-weight: 400;\">Welcome and Act on Feedback From Constituents<\/li>\n<li style=\"font-weight: 400;\">Willing to Do What it Takes to Become an Ethical Organization<\/li>\n<\/ol>\n<\/div>\n<div class=\"textbox tryit\">\n<h3>PRactice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_a27cd99a-1fa1-4aa8-81f5-346934299b74\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/a27cd99a-1fa1-4aa8-81f5-346934299b74?iframe_resize_id=assessment_practice_id_a27cd99a-1fa1-4aa8-81f5-346934299b74\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<p><span style=\"font-size: 1rem; text-align: initial;\"><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-338\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/06\/19185456\/photo-1517048676732-d65bc937f952-300x200.jpeg\" alt=\"Four people are sitting at a wooden table with pads of paper and pens.\" width=\"350\" height=\"233\" \/><span style=\"font-size: 1rem; text-align: initial;\">In addition to cultivating a positive ethical culture, it\u2019s important to be aware of ethical \u201cdanger zones\u201d or high risk behaviors and situations.\u00a0<\/span><span style=\"font-size: 1rem; text-align: initial;\">Meinert summarizes the six \u201cdanger signs\u201d Olson identified:<a class=\"footnote\" title=\"Meinert, Dori. &quot;Creating and Ethical Workplace.&quot; Society for Human Resource Management.\" id=\"return-footnote-45-4\" href=\"#footnote-45-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a>\u00a0<\/span><\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><strong>Conflicting goals.<\/strong> If goals or objectives are perceived as unrealistic, employees may feel they need to engage in unethical behavior to achieve them.<\/li>\n<li style=\"font-weight: 400;\"><strong>Fear of retaliation.<\/strong> If reporting unethical behavior is punished, it\u2019s unlikely that employees will report violations.<\/li>\n<li style=\"font-weight: 400;\"><strong>Avoidance.<\/strong> If unethical behavior isn\u2019t acknowledged and punished, it sends a message that ethics don\u2019t matter.<\/li>\n<li style=\"font-weight: 400;\"><strong>Rationalization.<\/strong> The perception that \u201ceverybody\u2019s doing it\u201d can may lead employees to think unethical behavior is \u201cthe way we do things.\u201d<\/li>\n<li style=\"font-weight: 400;\"><strong>Lowered thresholds (slippery slope).<\/strong> Unethical decisions tend to erode one\u2019s sense of standards, making it easier to commit additional acts.<\/li>\n<li style=\"font-weight: 400;\"><strong>Euphemisms.<\/strong> Rephrasing questionable behavior\u2014for example, \u201ccreative accounting\u201d\u2014in neutral terms.<\/li>\n<\/ul>\n<p>As Meinert cautions: \u201ca culture where misconduct is tolerated\u2014or, worse, encouraged\u2014could result in higher turnover, lower productivity and, ultimately, a diminished reputation and profitability.\u201d<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-45-5\" href=\"#footnote-45-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a><\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-45\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Creating an Ethical Workplace. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Untitled. <strong>Authored by<\/strong>: TeroVesalainen. <strong>Provided by<\/strong>: Pixabay. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/pixabay.com\/photos\/checklist-check-list-marker-2077020\/\">https:\/\/pixabay.com\/photos\/checklist-check-list-marker-2077020\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Pixabay License<\/li><li>Untitled. <strong>Authored by<\/strong>: Dylan Gillis. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/KdeqA3aTnBY\">https:\/\/unsplash.com\/photos\/KdeqA3aTnBY<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Unsplash License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-45-1\">Meinert, Dori. \"<a href=\"https:\/\/www.shrm.org\/hr-today\/news\/hr-magazine\/pages\/0414-ethical-workplace-culture.aspx\" target=\"_blank\" rel=\"noopener\">Creating and Ethical Workplace<\/a>.\" Society for Human Resource Management. April 1, 2014. Accessed July 18, 2019. <a href=\"#return-footnote-45-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-45-2\">Ibid. <a href=\"#return-footnote-45-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-45-3\">Thornton, Linda Fisher. \"<a href=\"https:\/\/leadingincontext.com\/2015\/04\/15\/ethical-culture-building\/\" target=\"_blank\" rel=\"noopener\">40 Ways to Build an Ethical Culture (An Ethical To Do List)<\/a>.\" Leading in Context. April 15, 2015. Accessed July 18, 2019. <a href=\"#return-footnote-45-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-45-4\">Meinert, Dori. \"Creating and Ethical Workplace.\" Society for Human Resource Management. <a href=\"#return-footnote-45-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-45-5\">Ibid. <a href=\"#return-footnote-45-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":5,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Creating an Ethical Workplace\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Untitled\",\"author\":\"TeroVesalainen\",\"organization\":\"Pixabay\",\"url\":\"https:\/\/pixabay.com\/photos\/checklist-check-list-marker-2077020\/\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Pixabay License\"},{\"type\":\"cc\",\"description\":\"Untitled\",\"author\":\"Dylan Gillis\",\"organization\":\"Unsplash\",\"url\":\"https:\/\/unsplash.com\/photos\/KdeqA3aTnBY\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Unsplash License\"}]","CANDELA_OUTCOMES_GUID":"849c98cd-0025-48d5-9eb0-eaad8098ebb7, 4fa814fa-11ae-4ccf-a0c5-b8816156b9b3","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-45","chapter","type-chapter","status-publish","hentry"],"part":21,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/45","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":13,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/45\/revisions"}],"predecessor-version":[{"id":3415,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/45\/revisions\/3415"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/21"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/45\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=45"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=45"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=45"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=45"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}