Ethical Decisions In The Workplace After Reading Your Backgr

Ethical Decisions In The Workplaceafter Reading Your Background Readin

In this scenario, to what extent do you think allowing the crew into the trench without a trench box would be pushing (or exceeding) the limit?

Discuss any ethical grey areas in this scenario?

What in your mind is the right thing to do?

What is the value of having an ethics program (and related programs like safety programs) and what are the responsibilities of front line leaders/supervisors and the workers when they face dilemmas such as the one described? Please take some time to review the materials and take a position on the issue.

Write a 2- to 3-page assessment of the authors’ claims, and your assessment of what might be done in a place of business to prevent the "moral amnesia" phenomenon from taking a foothold in a place of business. Your paper should be double-spaced and in 12-point type size. Your paper should have a separate cover page and a separate reference page. Make sure you cite your sources. Use APA style, and proofread your paper.

Paper For Above instruction

The scenario involving Jerry Stevens and the excavation crew presents a complex ethical dilemma that hinges on balancing safety regulations, organizational pressures, and personal judgment. Allowing the crew into the trench without a trench box is an act that borders on violating safety protocols, yet the immediate organizational pressures to expedite repairs influence the decision-making process. Ethically, this situation prompts a critical examination of the limits of acceptable risk, organizational responsibility, and individual moral judgment.

Allowing workers into a trench deeper than five feet without proper protective equipment like a trench box significantly exceeds acceptable safety limits. OSHA regulations explicitly mandate the use of trench boxes for trenches exceeding five feet in depth, emphasizing the importance of protective structures to prevent fatal cave-ins (Occupational Safety and Health Administration, 2010). Although the local municipality is not directly regulated by OSHA, the safety standards serve as a best practice benchmark rooted in empirical evidence regarding trench collapses’ dangers. Ignoring these regulations or opting to bypass safety measures to meet organizational deadlines exposes workers to unnecessary risks and liability issues. Therefore, from a safety perspective, permitting entry into the trench without a trench box would constitute a serious violation and push the boundaries of acceptable ethical practice in workplace safety.

Several ethical grey areas emerge in this scenario. Firstly, the organizational pressure to complete the sewer repair within a specific timeline conflicts with the obligation to prioritize worker safety. The city's explicit demand to meet the deadline to avoid political repercussions influences decision-making, potentially compromising ethical standards. Additionally, the workers’ assertion that their previous experience justifies bypassing safety measures adds to the grey area, highlighting a conflict between risk perceptions based on experience versus established safety regulations. Another grey zone concerns regulatory jurisdiction—since OSHA does not enforce safety standards in Nebraska municipalities, the organization’s internal policies become the primary safety guideline, complicating ethical judgments. Hence, the scenario embodies competing values: organizational efficiency and political image versus safety and ethical integrity (Kidder, 2005).

In my assessment, the right course of action involves adhering to safety regulations and prioritizing worker safety above organizational pressures. The safety rule mandating the use of trench boxes is in place precisely because the risks associated with trench collapses are significant and well-documented. Despite time constraints and political pressures, safety should not be compromised, as the short-term gains of expediency do not justify potential loss of life or injury. Ethical leadership involves making decisions that uphold moral and safety standards, even amidst organizational stress. Therefore, Jerry should insist on postponing the excavation until the trench box arrives, communicating clearly to the city administrator and staff that safety is non-negotiable. This decision not only demonstrates a commitment to ethical principles but also reinforces a safety culture that values human life over expedient results.

The value of having a robust ethics program, including safety components, lies in establishing a normative framework that guides employees and leaders in making morally sound decisions. Such programs cultivate organizational integrity, reduce incidences of misconduct, and foster a culture of accountability (Trevino & Nelson, 2017). Front-line supervisors and workers have a collective responsibility to prioritize safety and integrity. Supervisors must serve as ethical role models, ensuring compliance with safety protocols and encouraging open communication about concerns. Workers, on their part, must be empowered and responsible to voice safety concerns without fear of retaliation, fostering a climate of moral awareness and accountability. When dilemmas arise, transparent communication and a strong ethical climate enable better decision-making aligned with core organizational values.

Addressing "moral amnesia"—the phenomenon where individuals and organizations forget or neglect moral principles over time—requires proactive strategies. Organizations should embed ethics deeply into their culture through ongoing training, clear policies, and ethical leadership that exemplifies integrity. Regular ethics training programs, along with effective reporting mechanisms and consequence management, help reinforce the importance of moral standards and prevent ethical erosion (Schwartz, 2013). Leadership must model ethical behavior consistently, emphasizing that organizational success depends on moral integrity. Additionally, fostering open dialogue about ethical dilemmas creates a shared understanding and collective responsibility to uphold moral standards.

References

• Kidder, R. M. (2005). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. HarperOne.
• Occupational Safety and Health Administration. (2010). Trenching and Excavation Safety. OSHA Fact Sheet.
• Schwartz, M. S. (2013). Developing and sustaining an ethical organizational climate. Organization Dynamics, 42(3), 180-187.
• Trevino, L. K., & Nelson, K. A. (2017). Managing Business Ethics: Straight Talk About How To Do It Right. Wiley.
• Hosmer, L. T. (2008). Moral imagination and management decision making. Journal of Business Ethics, 77(3), 377-386.
• Pollock, T. (2012). Building an ethical safety culture. Safety Science, 50(4), 870-878.
• Friedman, M. (1970). The social responsibility of business is to increase its profits. The New York Times Magazine.
• Resnik, D. B. (2011). What is ethics in research & why is it important? National Institute of Environmental Health Sciences.
• Sarkar, M., & Banerjee, S. (2016). Ethical leadership and safety climate: An empirical study. Journal of Business Ethics, 139(4), 693-708.
• Kaptein, M. (2011). Understanding unethical behavior. Business & Society, 50(1), 7-30.