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Abusive workplace behavior can significantly impact organizational health, individual well-being, and ethical standards within a company. The case of Dona, a new employee in an interactive technologies team, highlights critical issues surrounding workplace ethics, power dynamics, and leadership responsibilities. Dona’s experience with Mark, the team’s technical leader, exemplifies violations of fundamental ethical principles and underscores the importance of ethical decision-making, especially in high-pressure work environments. This paper explores the ethical violations involved, examines the influence of leadership styles and working conditions on abuse, discusses the implications of managerial inaction, and emphasizes how ethical principles can guide better decision-making and workplace practices.

Q1: Ethical Principles Violated by Mark’s Abusive Behavior

The four fundamental ethical principles—justice, autonomy, beneficence, and non-maleficence—serve as a foundation for moral conduct in the workplace. Mark’s abusive behavior notably violates several of these principles, particularly justice and non-maleficence. Justice pertains to fairness and equitable treatment; Mark’s actions—such as removing women team members from manuscript submissions and berating employees—undermine fair treatment, especially in the context of gender discrimination. His unilateral decision to deny Dona the opportunity to participate on stage during a demo exemplifies unjust treatment and favoritism.

Non-maleficence, which requires avoiding harm to others, is also clearly breached. Mark’s verbal attacks, public shaming, and exclusion of team members cause emotional harm, diminish morale, and create a hostile work environment. His aggressive conduct and retaliatory actions based on minor mistakes reflect a disregard for the well-being of team members and prioritize personal ego over ethical responsibilities. Therefore, Mark’s behavior contravenes core ethical principles that mandate fairness, respect for autonomy, and the prevention of harm within organizational settings.

Q2: Leadership Style, Power Use, and Ethical Violations

a. Leadership Style and Working Conditions as Causes of Employee Abuse

Leadership style and workplace conditions play a significant role in either fostering ethical environments or facilitating abuse. Authoritarian or controlling leadership approaches often concentrate power within a few individuals, increasing the potential for abuse. Poor working conditions, such as high-pressure demands and lack of support, can exacerbate stress, reduce employees’ capacity to voice concerns, and enable destructive behaviors by supervisors. For example, Mark’s aggressive leadership style reflects an authoritarian approach that empowers him to act unethically without accountability, thereby risking the integrity of employees and the organization.

b. Mark’s Retaliation and Ethical Principles

Mark’s retaliatory actions against Dona for her technical error clearly demonstrate a violation of several ethical principles, notably justice and beneficence. His punitive response—excluding her from the demonstration—reflects an abuse of power and a failure to support her well-being or professional growth. Such retaliation can be viewed as an abuse of authority, especially given its gender-specific implications, which limit women’s access to opportunities and reinforce systemic inequalities. This underscores how misuse of power can undermine fairness, erode trust, and perpetuate discriminatory practices within the workplace.

Q3: Organizational Decision-Making and Ethical Support

a. Evaluation of Taylor’s Advice and Organizational Responsibility

Mr. Taylor’s advice to “grow up and get over it” exemplifies a dismissive attitude towards ethical concerns and minorizes Dona’s experience. This response neglects the importance of fostering a respectful and inclusive workplace culture, indicating organizational indifference to ethical misconduct. By accepting Mark’s behavior as “the price to pay,” Taylor implicitly condones abusive actions, thus failing to uphold the organization’s ethical standards and HR policies designed to protect employee rights. His inaction promotes an environment where unethical conduct can flourish unchallenged.

b. Role of Ethical Code Principles in Decision-Making and Conflict Resolution

Implementing and adhering to ethical code principles—such as respect, fairness, responsibility, and integrity—are essential for informed decision-making and conflict resolution. Ethical frameworks guide managers in evaluating actions beyond immediate results, considering their moral impact. For example, fostering transparency and accountability can deter abusive behaviors and promote a culture of fairness. Training managers and employees to understand and apply these principles encourages ethical conduct, enhances trust, and supports organizational integrity. Ethical codes serve as practical tools for resolving conflicts, aligning individual actions with organizational values, and creating a positive workplace climate.

Q4: Ethical Principles and HRM Systems

Modern HR management systems can substantially benefit from embedding ethical principles into their core operations. Addressing issues such as excessive working hours, job insecurity, sexual harassment, and mental stress requires establishing clear ethical standards that prioritize employee well-being and dignity. For instance, policies rooted in beneficence and non-maleficence promote fair workload distribution, support mental health, and prevent discrimination or harassment. Ethical codes also foster a culture of accountability, encouraging reporting of misconduct without fear of retaliation. These principles guide the development of HR programs that emphasize respect, inclusivity, and fairness, thereby enhancing organizational reputation, employee satisfaction, and legal compliance. Ultimately, integrating ethical standards into HRM systems cultivates a healthy, productive, and ethically responsible workplace.

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