Paul Discrimination Case

What Are the Relevant Facts?
1. Paul is the best store manager by any performance measure within the division.
2. Paul is not ringing up every transaction that happens on the register which is undocumented sales.
3. Paul is not using the money for personal gain but rather he is using it to uphold his reputation throughout his store and division. All because he is offering a variety of incentives to his employees on the undercounter sales that he is making.
What Are the Ethics of the Alternatives?
Analyze one alternative based on “utilitarian” perspective (costs and benefits).
1. Paul’s actions could cost the company tax liability and fees from the IRS.
2. A benefit from Paul’s actions is that the store has the highest sale volume and growth
The real question would be whether or not the store will benefit and be able to still have the highest sales, highest growth, highest customer satisfaction, and excellent cost control when Paul’s undercounter sales are no longer occurring.
Discuss issues based on a “rights” perspective.
1. Paul has the highest sales and profits in his division. However, the right to undercounter sales is not up to Paul.
2. All stores in the division should have the right to operate on the same set of rules.
3. Paul being a manager of a restaurant and competing against other managers in the division Paul has the right to follow the same rules as other managers in hopes of gaining a promotion.
Discuss issues based on a “justice” perspective (benefits and burdens).
1. Paul is burdening the store by putting them in jeopardy of being liable with the IRS yet he is benefiting the store because he is achieving high sales volume and growth, excellent cost control, and positive customer feedback.
What Are the Practical Constraints?
1. Maryanne must prove that thievery is occurring in a court of law and this can be a difficult task especially since Paul isn’t personally using the
I would tell Paul that I came here today in hopes of giving him a promotion but under the circumstances I would like to instead talk to him about something that has been brought to my attention. I would explain to him that I know all about how he has been not ringing up all sales at the register and offer him a chance to justify his actions or at least own up to this. From here I would tell him that while his heart was in the right place he went about it the wrong way and tell him that at this point he has two options. Option 1 is he could resign and no charges would be brought against him or option 2 would be I can terminate him and he will be held accountable for his