Employer-Employee Relations

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Ethical Problem in the Employer-Employee Relations
Ethics is all about human beings. It revolves around such basic truths as the significance of food for the starving to more complex issues like the need for justice and fair treatment for all in order to ensure peace in the neighborhood and respect for human dignity. However, we humans often than not we appeal to these truths uncritically; assuming them to be arbitrary if not merely conventional. Nevertheless, we can uncover their establishments in the life of the ordinary human being, and even develop them from basic characteristics of human nature. It is a fact that people are complex; and their nature is as well complicated. Yet they still remain universally identifiable to other similar species with their inclinations remaining generally foreseeable. So if we steer clear of these complications of the outer edges of human nature and peel them off one by one, we should find the basic underlying structure of human morality. These are the simple universally discoverable truths which abide to all. And this is what ethics is all about; be it at home or in employer-employee relations. In the course of this argument, I will make some attempts to analyze the main ethical standings which theorists have adopted through a case study of an ethical problem in the employer-employee relations to reflect on the above stated basic moral principles of human beings (Duska, R. & Brenda S., 2003, p.458) Take the case of Michael Manley who had practiced medical billing and coding for more than twenty years. He started working at a small physician workplace at the basic level as an accounts clerk in training. At the time the office had only two doctors. He was a man of integrity and soon enough he was able to impress his supervisor. His diligence and work ethic too were far above average. Through his career, he always received high reviews, frequent merit pay increases and in due course he was promoted to the post of head of medical billing and coding for the clinic. By now the office had grown from merely two doctors to eight doctors and five nurses. During this tenure, Michael Manley was also attending evening classes in medical office administration at a nearby medical college. Within a period of two years he terminated his studies and acquired accreditation from the National Billing & Coding Society (NCS). Manley was also actively involved in the welfare of his community and often participated in charity work. In his office, everyone esteemed him because he always handled the rest of the staff with great dignity and respect. However, at times his duty as a supervisor called for him to make some unpopular decisions. He had no choice but to dismiss employees who did not perform suitably despite being issued with several forewarnings to adjust their efforts. Additionally, he had also to administer work rules whenever employees’ conduct negatively acted on the firm’s productivity levels. Nevertheless, his fellow medical practitioners generally saw him as an excellent medical biller and coder with outstanding supervisory skills. The GPs in the practice resolved to merge their firm with a considerably bigger existing multi-specialty alliance in order to increase their negotiating power with third-party financiers and also to enjoy the benefits of cost savings owing to economies of scale. Manley worked hard to make possible the transition while at the same time fighting hard to preserve the jobs of all the staff in his billing department. The management of the existing multi-specialty alliance too sighted and appreciated Manley’s excellent work performance and reputation and soon named him as the junior director of billing and coding, and him and his loyal workforce all went to the newly joined practice office. After another two years, the chief director of billing and coding left and Manley was lucky to be elevated to the rank of chief director. He was very excited about the new opening and...
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