According to Robinson & Dowson (2012), ethics refers to doing what is right, at the right time, and in the right place in accordance with the codes/standards of social norms. In ethics, the principles of integrity and morality are always prioritized while applying the set polices governing various institutions/organization in their day to day activities. However, one cannot be able to assess how ethical polices of a particular organization are until he/she clearly knows exactly the key role the set polices plays in that organization (Robinson & Dowson, 2012). Hence in this paper, my primary focus will be assessing the ethicality of certain institutionalized polices by using religious differences as an example of ethical dilemma in Dirac, an entertainment and hospitality company. Lastly, for purposes of anonymity and because of the sensitivity as well as the confidentiality of the information, I have decided not to use the real name of the company.
To start with, justice approach is typically based on the principle historically theorized by Aristotle, one of the great Greek philosophers, that all that embraces equity in the society should be equally treated as well. Similarly, those who tend to be unequal in the society to others should also be unequally treated. Second is the right approach. This one on the other hand arrives at the best decision by evaluating the respect of human dignity in the alternative options present. That is, it is primarily concerned with how people freely lead their lives, with all human rights respected, as well as respecting others. Thirdly, ethical decision making based on the approach of virtue simply involves assessing the how the decision will affect the character of an individual.
The decision should be such that integrity, honesty, tolerance, generosity, courageousness, and many more other virtues are showcased in the end. Forth is the approach of common good. In this case, a decision is made based on the welfare of the people as an entire community and not as specific individuals. The common approach champions for welfares such as health, education, security and social-economic development agendas. Finally, a utilitarian approach can also be used in ethical decision making process. Here the principle primarily aims at ensuring that the greatest goodness is achieved in the greatest number of people while cutting down the harm-bearing in mind that consequences of the decision can be either of great benefit or quite detrimental to people. Utilitarian approach thus largely focuses on positive ramifications associated with the decision (Thomson et al., 2013).
Based on Wu et al. (2010), Dirac is a very versatile and contemporary hospitality/entertainment company based in Miami, Florida-United States of America. The company majorly deals with entertaining local/regional visitors as well as international tourists who usually come to enjoy the cool breeze at the beaches, amazing architectural buildings at the island, and many more other spectacular natural features of Miami environs. Concisely, Dirac offers housing, guides tourists around Miami using lavish Ferraris, security, traditional cultural entertainments and lastly preparing various food/cuisines for its clients. The company has three hundred employees distributed all over in Miami. Ninety percent of its employees are Adventists while ten percent are the Pentecost i.e., categorizing them based on their religious believes. It operates full time-both week days and weekends. Dirac makes an average profit of hundred million dollars per month. The profit made during Saturdays is almost double the profit the company makes during the week days plus that made in Sunday. This is because most of the people tend to be busy at work during the weekdays as compared to weekends. The majority of the people is Pentecost; go to church in Sundays, while the minority is the Adventist who goes to church in Saturdays. The stakeholder are forcing all the employees to turn up every day and be given offs only at random specific time so as to maximize at profits. The Adventist employees on the other hand are strictly adhering to their religious rules and regulations of not going to work during Saturdays.
As a way of blackmailing its employees, the company has promised to reward them with good salaries and other forms of allowances. Unfortunately, no single employee is heeding to their plea. Instead, they are insisting that they won’t turn up at work in Saturdays. Dirac is now at the apex of organization ethical dilemma. That is, it has to decide on whether to fire a substantive number of its stubborn Adventist employee and employ Pentecost so as to maximize profits, or continue making losses due to high absentees during Saturdays. Firing of employees on the grounds of their religious affiliations is uncouth and unethical as it does not only infringe on their constitutional freedom/right to worshiping, but also unnecessarily profiling divisive polarization among the people. It is also unethical for the employees to boycott church services during Saturdays and work for a nice salary. Here the two parties to come to consensus for them to move forward. For instance, the stakeholders should have work shifts during the weekend. This can only be achieved and effectively implemented by equally recruiting employees from both sides of the religious divide. Equal number of Pentecost and Adventist will eliminate the current ethical dilemma on whether advents should report at work in Saturday. In this case, half of the employee will come on Saturday and enable the company to still significantly make recognizable profits as usual. By doing so, Dirac will avoid divisions among the employees as to whether one is a Pentecost or an Adventist, promote equality as well as foster unity within the organization which will in turn spearhead the company to move towards prosperity(Wu et al., 2010).
Ethics, more especially ethical dilemmas, are sensitive societal issues that can not only create hatred among the people, but also make great companies and organizations to collapse instead of making progressive strides. Thus, it should be handled with a lot of keenness and vigilance in order to avert unnecessary conflicts.
Robinson, S., & Dowson, P. (2012). Business ethics in practice. London: CHARTERED Institute OF PERSONNEL & DEVELOPMENT.
Thomson, M. H., Adams, B. D. B. D., Sartori, J. A., Baranski, J. V., Defence R & D Canada – Toronto., & Canada. (2013). Moral and ethical decision making: Literature review. Toronto, Ont: Defence Research and Development Canada.
Wu, X., Qi, S., & 2010 International Conference on E-Business and E-Government (ICEE 2010). (May 01, 2010). Notice of Retraction
Human Nature and Incentive Mechanism Design for Knowledge Workers. 954-957.
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