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Employees-They are hired for a reason-People are more important than an output, they have moral value-It is hard for firms to see this.-Hired for a reason to make $-Fired when there is no more reason to keep onLibertarian-Employment-at-a-will, you can hire/fire for any reason or no reasonOrlando-Employers should not be allowed to ignore employee interests when making hiring and firing decisions.-Shuts down Liber which consists of Liber’s belief that downsizing is not only beneficial to the whole company, but to the downsized workers as well. He claims that an increase in the profitability of the company increases the profits of personal stock holdings and retirement plans which the workers hold.-Changes should reflect stakeholder interests.-Slow change is good, allows adaptation.-Downsize as a matter of corporate life or death decision-Anxiety of possibility of unemployment causes depression, crime, violence.-Downsizing is morally wrong-Corporate manager has no naturally greater duty to shareholders than to workers-Fiduciary duty, whatever obligations the manager owes to the shareholder. Ex. Those who run the business have a duty to the owners to try and maximize profit-Downsizing does not maximize welfare-Greater harm can not be justified by lesser benefit-Employees frequently base important life decisions off of their job which are legitimate, while corporations rarely base their choices as important around employees
-Downsizing is a result from manager incompetence-No promise exists between a manager and a shareholder-No overall, universal automatic conclusion-Most shareholders do not have a reasonable expectation of input into the firm’s decision-makingHochshild-Employers owe employees a certain sort of respect as fellow human beings when setting working conditions-Flight attendants, waiters, and waitresses, and customer service employees don’t take into account an employee’s interests, worth, dignity. -Emotional labor, where an employer requires their employees to induce or suppress emotions as part of the jobWhistleblowing-Sounding an alarm, from within an organization, to spotlight neglect of harm to the public interest.Bok-It is necessary to sort the good from the bad.-You must first consider the downside of whistleblowing cases by taking into account the public harm and comparing it to the harm of the firm.-Whistleblowers need to be aware of their own biases, and make sure they aren’t clouding theirjudgments.-Make sure information is actually valid.-Dissent, exposing what is hidden against the will of the employer.-Accusation, the claim that the employer is hurting public interest-Breach of loyalty, you are part of the team-WB is bad if accusation is false
-WB violates loyalty “blows whistle on own team”- go slow before you whistle blow, if you are an employee, you’re apart of the team.