Confronting Ethical Dilemma
Kim L Chau
California Southern University
MKT 86500
September 11, 2014
Dr. Hoon
Essay I
Issue: Confronting Ethical Dilemmas
Review of Subject: Situation 1, Problem Statement per Assignment 2 Description Kay Smith is one of your top-performing subordinates. She has shared with you her desire to apply for promotion to a new position just announced in a different division of the company. This will be tough on you since recent budget cuts mean you will be unable to replace anyone who leaves, at least for quite some time. Kay knows this and, in all fairness, has asked your permission before she submits an application. It is rumored that the son of a good friend of your boss is going to apply for the job. Although his credentials are less impressive than Kay’s, the likelihood is that he will get the job if she doesn’t apply. What will you do?
Discussion
Given the situation, it would be best to initially take a utilitarian view to consider what the greatest good for the whole team is. In addition, consideration of the situational context and the issue intensity would help to determine the appropriate level of response. Since Kay is a top performer, it’s not advised to replace her. It would make sense to recommend against her request, but to ensure that she understands her importance to the organization. Then, it would be applicable to take a justice point of view to ensure fairness for her in two folds:
1) Interactional: Thank her for reaching out to request permission and commend her for the initiative and interest to grow her career. And then, provide transparency to explain to her the business challenge and how a deficient on the team will impact overall performance to deliver to the business.
2) Communicative: Offer her the first available opportunity to move once the replacement band is lifted for her position. In additional, it would be a good next step to offer her the opportunity to provide a succession plan for the eventual
California Southern University
MKT 86500
September 11, 2014
Dr. Hoon
Essay I
Issue: Confronting Ethical Dilemmas
Review of Subject: Situation 1, Problem Statement per Assignment 2 Description Kay Smith is one of your top-performing subordinates. She has shared with you her desire to apply for promotion to a new position just announced in a different division of the company. This will be tough on you since recent budget cuts mean you will be unable to replace anyone who leaves, at least for quite some time. Kay knows this and, in all fairness, has asked your permission before she submits an application. It is rumored that the son of a good friend of your boss is going to apply for the job. Although his credentials are less impressive than Kay’s, the likelihood is that he will get the job if she doesn’t apply. What will you do?
Discussion
Given the situation, it would be best to initially take a utilitarian view to consider what the greatest good for the whole team is. In addition, consideration of the situational context and the issue intensity would help to determine the appropriate level of response. Since Kay is a top performer, it’s not advised to replace her. It would make sense to recommend against her request, but to ensure that she understands her importance to the organization. Then, it would be applicable to take a justice point of view to ensure fairness for her in two folds:
1) Interactional: Thank her for reaching out to request permission and commend her for the initiative and interest to grow her career. And then, provide transparency to explain to her the business challenge and how a deficient on the team will impact overall performance to deliver to the business.
2) Communicative: Offer her the first available opportunity to move once the replacement band is lifted for her position. In additional, it would be a good next step to offer her the opportunity to provide a succession plan for the eventual
References: Schermerhorn, J. R., Jr. (2011). Management 11e. John Wiley and Sons. Chapters 1, 2, 3. Barrows and Neely (2012). Managing Performance in Turbulent Times: Analytics and Insight. Chapter 11: Engaged Leaders.