Part IV: The Organization

and the People in It

Chapter 8: The Workplace: Basic Issues
Chapter 9: The Workplace: Todays Challenges
Chapter 10: Moral Choices Facing Employees
Chapter 11: Job Discrimination

Chapter Eight:
The Workplace
Basic Issues

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Overview
Chapter Eight examines the following topics:
(1) The state of civil liberties in the workplace.
(2) The efforts of some successful companies to
respect the rights and moral dignity of their
employees.
(3) Moral issues concerning personnel matters such
as hiring, promotions, discipline and discharge,
and wages.
(4) The role and history of unions, and the moral
issues raised by them.
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Introduction
Traditionally an businesss single obligation
toward its employees was to pay them for their
work.
Todays workplace philosophy is much more
complex, involving social, political, and moral
issues.
What are the obligations of an employer toward
its employees?
How does American emphasis on civil liberties
affect the workplace?
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Civil Liberties in the Workplace

Authoritarianism at the workplace: David
Ewing, formerly of Harvard Business Review,
believes that too many corporations routinely
violate the civil liberties of their employees.
Historically, this authoritarianism stems from:
(1) The rise of professional management and
personnel engineering.
(2) The common-law doctrine that employees can be
discharged without cause (employment at will).
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Civil Liberties in the Workplace

Modifications to employment at will doctrine:
The Wagner Act of 1935 prohibited firing workers
because of union membership or union activities.
The Civil Rights Act of 1964 and subsequent
legislation prohibited discrimination on the basis
of race, creed, nationality, sex, or age.
Public sector employees enjoy some
constitutional protections on the job and can be
fired only for cause.
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Civil Liberties in the Workplace

Current trends: The law seems to be moving away
from the doctrine of employment at will.
But some businesspeople support it as a desirable
legal policy and embrace it as a moral doctrine.
They deny that employers have any obligations to
their employees beyond those specified by law or
by explicit legal contract.
They view employees as lacking any meaningful
moral rights, seeing them as expendable assets, as
means to an end.
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Civil Liberties in the Workplace

Companies that look beyond the bottom line:
Those that respect employee rights and ensure a
fair workplace tend to outperform others.
Some successful companies have led the way in
respecting employees rights and human
dignity.
Examples include: Polaroid, Johnson Wax,
Donnelly, Procter & Gamble, Aetna Life and
Casualty, Lincoln Electric, Russell Corporation,
Hewlett-Packard, and others.
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Hiring
Organizational conduct affects the welfare and
rights of employees via personnel policies and
procedures (hiring, firing, paying, and promoting).
Fair policies and decisions evolve from criteria
that are clear, job-related, and applied equally.
Determining what is fair is not always easy.
But the hiring process may be fairly approached
based on its principal steps screening, testing,
and interviewing.
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Hiring
Screening: The first step of the hiring process, the
pooling and ranking candidates with qualifications
when done improperly, it undermines effective
recruitment and invites injustices into the process.
A description lists the details of the job.
A specification describes the required
professional qualifications.
Both must be complete and accurate.
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Hiring
Wrongful discrimination: A moral concern in
which candidates are judged on physical or ethnic
traits rather than qualifications.
Sex, age, race, national origin, and religion are
not job-related and should not affect hiring
decisions.
Discrimination against the disabled is illegal.
Considering language, lifestyle, appearance, illconsidered educational requirements, or gaps in
work history may also be unfair.
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Hiring
Testing: Tests are an integral part of the hiring
process, especially in large firms often designed
to measure the applicants verbal, quantitative,
and logical skills.
Tests must be valid: Validity refers to whether test
scores correlate with performance in some other
activity (i.e., whether the test measures the skill or
ability it is intended to measure).

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Hiring
Tests must be reliable: Reliability refers to
whether test results are replicable (i.e., whether a
subjects scores will remain relatively consistent
from test to test).
Tests that lack validity or reliability are unfair.
Tests may be unfair if they are culturally biased or
if the skills they measure do not relate directly to
job performance.
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Hiring
Interviewing: Moral issues in interviews usually
relate to the manner in which they are conducted.
Interviewers should focus on the humanity of the
candidate and not allow biases, stereotypes, and
preconceptions to color the evaluation.
Situational interviews: Those interviews in which
job candidates must role play in a mock work
scenario some believe this makes it harder for a
candidate to put on a false front.
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Promotions
Factors that determine promotion: Job
qualification is a crucial factor in promotion but
so is seniority, inbreeding, and nepotism.
Are these other factors fair and reasonable criteria
for promotion?
Seniority: Longevity on the job is not necessarily a
measure of competency or loyalty the challenge
is to promote the most capable and qualified
candidates while also recognizing long-term
contributions.
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Promotions
Inbreeding: The practice of promoting exclusively
from within the firm it presents similar moral
challenges as in the case of seniority.
Nepotism: The practice of showing favoritism to
relatives and close friends it is not always
objectionable (especially in family-owned
businesses) but may affect managerial
responsibilities, hurt morale, create resentment, or
result in unfair treatment of other employees.
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Discipline and Discharge

Two basic principles in the fair handling of
disciplinary issues:
Just cause: requires that reasons for discipline or
discharge deal with job performance.
Due process: refers to the fairness of procedures
used to impose sanctions on employees.
Dismissing employees: Employers have the right to
fire employees who perform inadequately but
should provide sufficient warning, severance pay,
and sometimes displacement counseling.
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Wages
Salaries should reflect an employees value to the
business and be based on clear, publicly available
criteria that are applied objectively. For example:
(1)What is the law?
(2)What is the prevailing wage in the industry?
(3)What is the community wage level?
(4)What is the nature of the job itself?
(5)Is the job secure?
(6)What are the employers financial capabilities?
(7)What are other inside employees earning for
comparable work?
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Wages
Two other factors in determining the wage level:
The employees job performance.
The fairness of the wage agreement terms.
A living wage is supported by moral grounds:
Utilitarian element promoting human welfare.
Kantian principle of respect for human dignity.
Commonsense view that some wages are so low
as to be inherently exploitative.
Critics of living-wage laws believe they cost jobs.
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Labor Unions
History of the union movement: Employers have
opposed unions at almost every step.
But unions have increased the security and
standard of living of workers and contributed to
social stability and economic growth. Examples:
The Knights of Labor: The first truly national
trade union, established in 1869.
The American Federation of Labor (AFL): United
the great national craft unions in a closely knit
organizational alliance, founded in 1886.
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Labor Unions
The National Labor Relations or (Wagner) Act
(1935) prohibited employers from:
Interfering with workers trying to start unions.
Attempting to gain control over labor unions.
Treating union workers differently from others.
Refusing to bargain with union representatives.

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Labor Unions
The Taft-Hartley Act (1947) set several
regulations:
Outlawed the closed shop (the requirement that
a person must be a union member before being
hired).
Permitted individual states to outlaw the union
shop (the requirement that a person must join
the union within a specified time after being
hired).
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Labor Unions
Today 22 states are right-to-work states with openshop laws on their books they prohibit union
contracts requiring all employees to either join the
union or pay the equivalent of union dues.
The plight of unions today: Unions are responsible,
directly or indirectly, for many of the benefits
employees enjoy today.
But a changing economy, hostile political
environment, and aggressive anti-union policies
have weakened them.
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Labor Unions
Union ideals: The protection of workers from abuse
gives unions a voice in important matters.
They redefine power relationships, making
employers more dependent on their workers.
A rough equality or mutual dependence results.
Collective bargaining: Negotiations between
representatives of organized workers and their
employers regarding wages, hours, rules, work
conditions, and participation in decision making
that affects the workplace.
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Labor Unions
Union ideals: Critics charge that forcing workers
to join unions infringes on autonomy and the right
of association and that union workers receive
discriminatory and unlawful favoritism.
In response, union sympathizers stress fairness
and the importance of solidarity.

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Labor Unions
Union tactics: To get demands met, unions resort
to practices such as direct strikes, sympathetic
strikes, boycotts, or corporate campaigns but such
actions often raise moral issues.
Strike: An organized body of workers withholds
its labor to force its employer to meet its demands.
Direct strike: May be justified when there is just
cause and proper authorization, and when it is
called as a last resort.
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Labor Unions
Sympathetic strike: Workers who have no
particular grievance of their own, and may or may
not have the same employer, decide to strike in
support of others.
Primary boycott: Union members and their
supporters refuse to buy products from a company
being struck.
Secondary boycott: People refuse to patronize
companies that handle the products of struck
companies.
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Labor Unions
Corporate campaign: A tactic that enlists the
cooperation of a companys creditors to pressure
the company to unionize or comply with union
demands.

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