Page 498 Skill Builder 151 What Would You Do Three People Ap

Page 498 Skill Builder 151what Would You Dothree People Applied To

What Would You Do? Three people applied to you for an opening as a lathe operator. One is totally unqualified. One is experienced, but has a poor attitude. The third lacks experience, but seems especially eager for the job; you think she would be a good worker if she had more experience, but you’re not sure. You have some rush work you need to get out. Which of the following courses would you choose? 1. If the eager applicant has good references, hire her for a probationary period. But keep looking for a more qualified person in case she doesn’t work out. 2. Pass up the three applicants. Keep looking. 3. Hire the experienced person, ignoring his attitude—you’ve got work to get out! Question 1: Say what you would do and why you would choose that option. Question 2: What avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally?

Paper For Above instruction

The scenario presented involves a critical decision-making process faced by managers and supervisors when selecting candidates for a specific role under pressing circumstances. In this case, the decision revolves around choosing the most appropriate candidate among three applicants for a lathe operator position, considering their qualifications, attitude, and eagerness to work, alongside urgent production needs. This analysis will explore my preferred course of action and the rationale behind it, as well as examine the moral implications for supervisors in such situations, reflecting on the broader lessons regarding ethical leadership.

Firstly, I would opt for the first option: hiring the eager applicant with good references on a probationary basis. This choice hinges on the balance between her enthusiasm, potential, and the possibility of development, contrasted against the risk of her current lack of experience. By offering her an opportunity, I would attempt to cultivate her skills and integrate her into the team while maintaining a contingency plan to replace her if she does not demonstrate competency within a defined period. This approach reflects a strategy that values growth and opportunity, aligning with principles of fair chance employment and workforce development. Furthermore, her eagerness might translate into high motivation and engagement once adequately trained, benefiting overall productivity and morale.

Conversely, choosing to hire the experienced candidate with a poor attitude would potentially compromise the work environment and team cohesion, which are critical to sustained productivity and safety in manufacturing settings. Although his experience is valuable, his attitude could lead to conflicts, reduce team morale, and create a toxic work environment. Ignoring attitude problems, especially in roles requiring teamwork and adherence to safety standards, may lead to more significant issues down the line, undermining organizational integrity. The second option of passing up all applicants and continuing to seek candidates suggests a commitment to quality but might be impractical given the urgent need for work completion, risking delays and inefficiencies.

The moral dimension of this decision emphasizes the supervisor’s responsibility to balance organizational needs with ethical considerations. Opting to hire the eager but inexperienced applicant demonstrates a commitment to fairness and growth opportunities, fostering an inclusive workplace. This aligns with ethical leadership principles that prioritize development, fairness, and the long-term interests of employees and the organization. It also underscores the importance of assessing potential over immediate qualifications, especially in situations where training and mentorship are feasible.

Turning to the case of Trent, implications of this decision-making extend to avenues for growth and ethical conduct. Trent, possibly a subordinate or colleague involved in this scenario, might now have opportunities to demonstrate initiative or face consequences based on the supervisor’s choice. The case highlights the importance of supervisors acting morally, demonstrating integrity, fairness, and a commitment to employee development. Ethical conduct in supervisory roles fosters trust, encourages a positive organizational culture, and ensures decisions are made transparently and in alignment with organizational values.

This scenario underscores the broader significance of moral action for supervisors. Ethical issues often arise in contexts of limited resources, urgent deadlines, and personnel contingencies. Supervisors are expected to navigate these challenges without compromising core moral principles, such as honesty, fairness, and respect. Making decisions that favor potential growth over immediate qualifications reflects a moral stance that values fairness and invests in employee development, while also recognizing the organizational need for productivity.

In conclusion, the most appropriate course of action in this scenario involves hiring the eager applicant on a probationary basis, provided her references are positive. This approach embodies fairness, potential for development, and ethical leadership, emphasizing the supervisory role in balancing organizational priorities with moral integrity. The case also illustrates that supervisors must act morally—upholding fairness, fostering trust, and nurturing employee growth—especially when faced with pressures to prioritize short-term results. Ethical decision-making in such situations ultimately promotes a sustainable, positive organizational culture where employees feel valued and supported.

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