employees right as ethical principles in business

Case Study: What will you do? Your organization is undergoing human resource reengineering and it was agreed by your Management Committee (ManCom) to terminate the services of the “deadwoods” (those unproductive and obsolete employees) of the organization. In reviewing their employment records, you found out that the “deadwoods” involved have been in the company from 12 to 17 years and they practically gave the best of their working lives to your company. Per year company policy, full retirement benefits can only be enjoyed by employees who have served the company for 20 years. As VP-HR (Vice President-Human Resources), you have to effect the decision. If you fire the “deadwoods” without a just cause and due process, then you violate the basic employee right to a security of tenure, which is both illegal and unethical. If you do not fire them (out of your Christian conviction, soft heart of whatever), then you might be risking your own job for insubordination.

Reflection: The case presented above brings about moral dilemma to the Vice President-Human Resources. It is hard for him to decide whether to terminate or not the services of those employees who are no longer productive and doesn’t have the capabilities to execute their task anymore. However, the employees have dedicated their time and effort for the company’s improvement for the last 12 to 17 years. There is a fight between the legality and morality of his decision. If he terminates the employees without just cause and due process, he is violating the basic right of the employees to security of tenure which is obviously illegal and immoral. But if he will not terminate them, the company will be at risk and will suffer. The company’s productivity might go down and will soon result to bankruptcy. With this kind of situation, the VP-HR should weigh first the possible outcome of his decision both to the company and to the employees. Before firing those employees, the company should have a