The main issues identified in Hasson (2007) The Business problem In order to identify the ethical dilemmas of Galvatrens as presented in Hasson (2007), it is imperative that the contentious issue(s) are first identified and then the ethical perspective given. This is because it is these contentious issues that lead to ethical problems. That is, there is not clear cut disconnect between a business problem and ethical dilemma; one leads to the other. The company is faced with the problem of lack of organizational learning which has hindered effective information and knowledge creation and sharing across all management levels, throughout the organization and with the external environment (Marquardt, 2011).
This has led to a potential unfair termination of contract suit, mistrust amongst management and employees especially whistleblowers and possibly, the resignation of some key members of staff. Ethical Dilemmas The three ethical dilemmas identified are: 1. Notion of fairness 2. Loyalty 3. Achievability and competition or the overjustification effect Generally, the ethical dilemmas that arise within the corporate world are as a result of increased competition not only within the marketplace but also within the internal business environment.
Employees are constantly jostling for recognition, power and increased wages. The management is constantly under pressure to deliver according to the industry standards, meet the complex customer demands and ensure that the company stays afloat in the ever turbulent waters on the globalized economic environment. When such heat is passed on to the employees, it generates a great deal of internal competition with each other and with time. Moreover, the society in general has become very sensitive when it comes to issues governing respect for human dignity and freedoms and liberties which are guaranteed and protected by the constitution (Weston, 2013).
In all these conundrum of pressure, drawing the line between what is fair or not; what is moral accepted or not may become a significant challenge. When such moral thinking is applied within the workplace, the question of ethical conduct and behavior within the workplace therefore arises. The ethical issues are also tempting for they open windows of opportunities for the individual involved to deceive the participant(s) or even manipulate them to do their whim. Teleopathy or tunnel vision or goal sickness is a common phenomenon in offices today where workers and management are obsessed with goals.
Rewards and bonuses has a corrupting influence as the employees will go a great length to justify their positions and earn more rewards and bonuses. Management sets goals as per the market conditions. The onus is on the employee to exhaust all possible ways to meet them. This over justification effect, apparently pushed Greg Wilson, a divisional sales manager at Galvatrens to enter into stuff-channeling scheme with a few of his bigger customers. It will “meet quarterly sales targets and trigger bonuses” (Hasson, 2007).
Mike Fields, the whistleblower who has launched a wrongful dismissal case against the company inherits the ethical dilemma of responsibility. Is it his responsibility to report such a case? Moreover, was it morally acceptable for Terry Samples, senior vice president of sales, to demote Mike immediately after he reported the case? Was Mike’s demotion and transfer on the grounds of poor fair considering that he had just reported a case of misconduct by a fellow employee and also considering his current personal predicaments?
His dismissal was procedural: the administration reserves the right to dismiss an employee if it deems he/she has failed to perform or meet the set targets. However, job satisfaction and therefore productivity goes beyond reporting work. It is determined by a complex web of interpersonal and office related factors which make Mike’s dismissal potentially unfair. Cultures are about interactions and relationships based on a set of behaviors, values and attitudes.
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