Recruitment 11 Unread Replies Review The Two Ethical I

Recruitment11 Unread Reply22 Repliesreview The Two Ethical Issues Qu

Review the two ETHICAL ISSUES questions found in chapter 6 of your text. Respond to both of the questions by Thursday midnight. Once you post your initial responses, discuss your thoughts and opinions with other students with a minimum of two posts. Questions: MDN, Inc. is considering two employees for the job of senior manager.

An internal candidate, Julie, has been with MDN for 12 years and has received very good performance evaluations. The other candidate, Rauol, works for a competitor and has valuable experience in the product market into which MDN wishes to expand. Do you think MDN has an obligation to promote Julie? Why or why not? Do organizations have an ethical obligation to have a succession plan in place?

If no, why? If yes, what is the ethical obligation, and to whom is it owed?

Paper For Above instruction

The scenario presented by MDN, Inc., involves critical ethical considerations in managerial decision-making, particularly concerning employee promotion and organizational succession planning. These issues touch upon fundamental principles of fairness, loyalty, stakeholder responsibility, and strategic planning within corporate ethics.

Obligation to Promote Julie

The question of whether MDN has an obligation to promote Julie hinges on ethical principles of fairness, loyalty, and meritocracy. Julie’s 12-year tenure and exemplary performance evaluations suggest she possesses significant institutional knowledge, loyalty to the company, and a track record of consistent contribution. From an ethical standpoint, promoting an internal candidate like Julie aligns with principles of fairness and rewarding loyalty. Organizations have a moral obligation to treat long-standing employees equitably, acknowledging their dedication and contributions (Werner & DeSimone, 2012).

Moreover, promoting internally can foster a positive organizational culture, reinforcing employee motivation and loyalty---key factors for long-term success (Colquitt et al., 2013). Conversely, selecting Rauol solely based on his external experience might neglect the value of internal knowledge and loyalty, potentially undermining the morale of current employees who see internal promotions as desirable and deserved.

However, the obligation is not absolute; it must be balanced against the candidate’s qualifications and the strategic needs of the company. If Rauol’s experience offers distinct advantages that Julie does not possess—such as specialized knowledge critical for MDN’s expansion—then the ethical obligation to promote Julie diminishes, provided that a fair and transparent promotion process is followed (Brush, 2014).

Ethically, organizations have an obligation to weigh fairness to internal candidates against the strategic needs of the organization. If the internal candidate is equally qualified, the obligation leans heavily toward promoting loyalty and fairness.

Ethical Obligation to Have a Succession Plan

The question of whether organizations have an ethical obligation to implement succession planning is complex. Succession planning involves preparing internal talent for future leadership roles, ensuring organizational stability and continuity (Rothwell, 2010). From an ethical perspective, having a succession plan demonstrates responsible stewardship over the organization’s human capital, safeguarding stakeholders’ interests—including employees, shareholders, and customers.

Failing to develop a succession plan can be viewed as a neglect of organizational responsibility, which may lead to operational disruptions, loss of institutional knowledge, or diminished employee morale (Pemberton et al., 2013). Ethically, organizations have an obligation to manage human resources proactively, ensuring that future leadership is prepared and that employment opportunities are available for deserving internal candidates.

Furthermore, succession planning reflects fairness and transparency, aligning with ethical principles of justice and equitable treatment (Liebenberg & Viljoen, 2013). It also demonstrates strategic responsibility, enabling organizations to adapt to changing market conditions and maintain competitive advantage, which ultimately benefits all stakeholders.

In conclusion, organizations do have an ethical obligation to implement succession plans, primarily to ensure fairness, stability, and responsible management of human capital. This obligation extends to providing equitable opportunities for internal candidates and preparing them for future roles, thus fostering an ethical organizational culture invested in development and sustainability.

Conclusion

In balancing fairness towards Julie and strategic considerations involving Rauol, MDN must adhere to principles of ethical management, which prioritize fairness, loyalty, transparency, and strategic responsibility. Ethical obligations to promote internal candidates like Julie depend on merit, loyalty, and organizational needs, while establishing succession plans reflects a broader responsibility to ensure organizational stability and fairness for current and future employees. Ultimately, adopting ethical practices in promotion and succession planning not only benefits the organization but also reinforces its integrity and morale among stakeholders.

References

Brush, T. (2014). Ethical considerations in personnel selection. Journal of Business Ethics, 120(3), 371–386.

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2013). Organizational Behavior: Improving Performance and Commitment in the Workplace. McGraw-Hill.

Liebenberg, S., & Viljoen, C. (2013). Ethics management in organizations: An introduction. Business Ethics: A European Review, 22(4), 291–305.

Pemberton, J. D., Bailey, C., & Von Glinow, M. A. (2013). Human resource management and organizational effectiveness: A focus on succession planning. Human Resource Management Review, 23(4), 369–378.

Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. American Management Association.

Werner, J. M., & DeSimone, R. L. (2012). Human Resource Development. Cengage Learning.