Comprehending how one make and follow through an ethical decision is the initial phase of making the quality selection (DesJardins and McCall 2014, pp. 37). Moral sensitivity or recognition is the initial stage in moral decision making because one cannot resolve ethical issues unless he or she first acknowledge its existence. For instance, the little child focuses on stealing, and sees no problem from stealing. Problem recognition requires that one to consider how behaviours affect the rest; identifying the probable course of action and determining the outcomes of each potential approach (Kagan 2018, pp. 19). Perspective and empathy capabilities are important to these aspects of the moral action.
The number of aspects prevents people from acknowledging ethical issues. One may reluctant to use moral words such as justice, values, wrong or right to explain the decision so as to avoid a controversy; that keeping silent will look more capable and strong. The second step in the ethical decision is the moral judgment. The decision makers select a course of action where an ethical concern is pinpointed. Moral judgment is hotly debated issues than any other component in the ethical decisions making. Researchers have been specifically interested in cognitive moral advancement, the action in which individuals develop their moral reasoning capabilities over time.
The third components are motivation or moral focus. Generally, the moral values frequently conflict with other considerable values. Psychologists claim that hypocrisy and self-interest undermine moral motivation (Bunge 2012, pp. 28). Sometimes people genuinely want to do right; however, their integrity is overpowered when they find that they will have to pay a personal price for performing in an ethical manner.
The fourth component of ethical decision making is the moral character. Implementing the plan takes a personality. Moral proxies have to surpass resistance, cope with lethargy, and resist distractions, and advance approach and tactics for accomplishing their objectives. This assist defines why there is only a moderate connection between moral behaviour and judgment. Courage assist leaders to execute their plan in spite the costs and risk of doing so while discretion assists them to select the best way of action. Honesty motivates leaders to be true to themselves and their selections. Humility makes leaders to communicate the confines that might avert them from taking act. Reverence promotes self-sacrifice. Positivity equips the managers to persevere in case of difficulties and obstacles. Justice and empathy concentrate the leaders’ attention on the needs of others rather than on personal priorities (Banks 2012, pp. 73).
The classical concerns often posed in this task, what would one do if a young girl was caught stealing in the society where stealing would warranty a very harsh punitive action such as chopping off the hand or stoning to death, in what is known as a moral dilemma. In ethics, this is any setting in which an agent has a moral reason to do each of two actions but cannot do both. Therefore, to solve this problem, one can combine the approaches from the utilitarian, deontological and virtue ethics (Ewing 2013, pp. 5).
Utilitarianism is an ethical model that distinguishes the right from wrong by concentrating on results which is a form of consequentialism. Utilitarianism holds that the most ethical selections are the one that will produce the greatest good for the greatest number (Broad 2014, pp. 57). In the idea of consequences, the utilitarian comprises all of the bad and well created by the act, whether emanating after the performance has been done or during its routine.
If the differences in the consequences of substitute acts are not abundant, some utilitarian’s do not consider the selection between them as ethical concerns (Vaughn 2015, pp. 13). The act should be categorised as ethically wrong or right only if the consequences are of such importance that an individual would desire to see the agent obliged, not just exhorted and persuaded to act in the desired action. Taking a utilitarian approach, an agent is required to perform an action that produces the greatest good for the largest number (Hayry 2013, pp. 7). Because stealing apple would cause relatively little harm and preventing her starvation would be great too, the action of stealing would be morally justified.
Deontological is centred in the categorical imperative which was initially developed by German philosopher Kant Immanuel. Deontological ethics is a theory grounded on a consequentialism view of moral and people decision-making. Therefore, deontological ethics maintains that actions are not justified by their consequences. Unlike the utilitarian where the ends justify the means, deontological claims that it is the means that are crucial
Using the deontological tactic, moral accountability is seen in terms of obligations. This comprises the variety of actions between those that are totally forbidden and those that are ethically needed. The agents in the ethical dilemma being deliberated have an obligation not to steal and duty to feed her bearing in mind her condition (Christians, Richardson, Fackler, Kreshel and Woods 2015, pp. 14). Unless there are other ways accessible, this tactic would likely produce concussion that her responsibility to feed herself supersedes the ethical probation against theft.
What is a virtue? It is a feature of character, revealed in routine act, that it is good for an individual to have. There is no complete list of intrinsic worth. The basic virtue explained by early Greek theorists is prudence’s, self-restraint, courage and justices (Ewing 2013, pp. 8). Virtue morals resonate with the involvement of existences in which the nature of people personality is of key significance. Though people ought to make a moral decision with much consideration and care, it is not wise to strip the action of attitude and concentrate on reason alone. Humans are complex beings with a capability to reason that is toughened by emotive responses. Virtues ethics recognise the important aspects of moral experiences. It studies how ethical agents can learn by typical manners how to grow quality characteristics that will permit her or him to perform properly.
Using the viewpoint of virtue ethics. This model concentrates on whether a deed creates a moral personality (Collins, Ewing and McColgan 2012, pp. 21). Does the deed generate features such as justice, temperance, prudences and fortitude? Does it illustrate fairness, resolution, moderation, resilience’s, respect and a sense of parity for life? Is it maintainable in the long term, making sensible utilisation of means? Although the act of theft does not look to hugely validate these qualities, its impact in terms of appeal is likely to be greater than permitting her to go hungry. Thus, the action would be ethically reasonable.
Question 2
Employers recruiting can make simple but very costly mistakes in all sorts of ways when focusing to take new personnel. Sound hiring course assist to avoid mistakes and ensures that recruitment process improves and one get the right staff as well. Equality act 2010 replace all the past equality legislation and covers gender, race, age, disability, gender, sex, marriage, reassignment civil partnership, marriage, maternity and pregnancy, sexual orientation, race or belief (Greene and Kirton 2015, pp. 61). These are not referred to us protected characteristics. Whilst indirect and direct discrimination is generally prohibited, the legislation accepts that in some occupation it may be necessary to be of particular sexual orientation, racial group, age or religion. These limited exceptions are referred to as being genuine occupational reasons. One of the legislation actually allows discrimination to be used to uphold a balance between the religious, sexes, racial mix.
Positive discrimination is hiring or stimulating a person merely because they have appropriately protected features. Setting rations to enrol a specific number of individual with protected characteristic is also a positive perception. Positive discernment is illegal in Great Britain (Kumra and Manfredi 2012, pp.19). But, it worth noting that it is not illegal for an employer to handle incapacitated individuals more favourably in contrast to a non-disabled individual.
Affirmative or positive action is policies and laws that tried to stimulate equal opportunities by taking account the disability, race gender or other impartiality components to definitely recover results for these classes (Ellis and Watson 2012, pp. 45). The emphasis of positive act might be to restore the past, systematic or institutions discrimination to encourage variety in public and business area firms.
In the equality act 2010, section 158 build on present law on positive action and extend it to comprise other protected features such as disability and age (Manfre 2013, pp. 8). It permits any act to be taken to upkeep those with protected physiognomies as long as is it balanced means. But, it does not permit anything that is barred by or under representation other than this performance. Current positive action provision in occupation connect to exercise or inspiration such as a mentoring project for cultural minority personnel where they are under-represented in top parts or open day to motivate females applicant in a male-lead sector. The present forms of positive action cannot be used as part of the real hiring course.
A manager can use an advertisement to inspire application from individuals on a specific characteristic if they are using positive act. An owner could use a symbol to show that they inspire application from individuals with a precise protected characteristic. A leader could use an account to display that they want to inspire anyone who has the essential abilities and experience to apply whatever their protected aspects. An employer must circumvent direct discrimination against job candidates because of protected features in what they write to say about the work. Direct discrimination cannot be factually justified for any protected elements except era. But this does not denote that parity law allows stereotyping or discrimination (Burri 2014, pp. 45). Looking at the second job advert, the employer explains fully why the company will not pick the experienced employees.
A manager will require the positive contender to have specific abilities, experience, and sometimes to do the work. If the requirement like these is accurately defensible, an employer can comprise them in what they write or say about the task and the individual they are looking for, even if they omit some persons. For instance, because an individual with certain protected distinctive is less likely to be capable to realise the needs.
Looking critically at the two case studies, case one, the employer stipulates that job must be done on a full-time basis. Company ought to have checked whether it might be appropriate working or job-sharing. The necessity to work full-time would put females at disadvantages equated to men due to more women work flexibly due to the childcare tasks. Unless the manager can objectively defend the need to work full-time, this is likely to be indirect discrimination because of gender.
Question three
As managers of ABC health ltd, making sure the staffs make an important and valuable contribution to the provision of high-quality health care, support and care. Following the guidance set in the professional code of conduct will give assurance that personnel are offering compassionate and safe care of high standard (LaTour, Eichenwald and Oachs 2013, pp. 16). This code of conduct will apply to the people and public who use the ABC health services and exactly what they should anticipate from the healthcare support.
The purpose of the code is based on the principles of safeguarding communication by promoting the best processes. It will also ensure that one is working to standard, offering high quality, compassionate healthcare, support and care (Rios, McConnell and Brue 2013, pp. 21). The code of conduct explains the standard of the behaviour, conduct and outlook that the society and people who use the care services should expect. Therefore, as managers, an obligation of care to make sure that conduct does not fall below the standard comprehensive code is of the essence. Nothing that person does or omits to do, should harm the wellbeing and safety of individuals who utilise the care and health services, and the entire community.
The following will comprise the code of conduct in the ABC health care;
The accountability by ensuring one answers for his or her omissions or actions; be honest with oneself what one does, recognise one ability and the limitations of one’s competences (Bowling 2014, pp. 31). Also, the staff justifies and be answerable for activities or omissions of what they fail to do. Personnel’s will always ask an manager for direction if one feel not adequately prepared to carry out daily aspects of the job. Employees should establish and maintain appropriate and clear professional boundaries in one relationship with individuals who use the ABC health care services and colleagues at all times. Personnel never accept any offers of gifts, loans, benefits from anyone she or he supporting which may comprise one’s positions. Finally, workers will comply with agreed ways of working.
Secondly, promoting and upholding the dignity, privacy, rights, wellbeing and health of persons who use ABC care services and their occupations at all times (Fink 2012, pp. 48). The workers will performance in the best interest of individuals who use health and care facilities. The workers will always treat people with compassion and respect. Employees will always gain valid consent before offering healthcare, support and care. The employee will uphold people’s independence and capability to self-care, helping those who use health and care services to exercise their rights and make informed selections. The wellbeing providers will always promote and maintain the dignity of individuals who use the healthcare amenities. The workers will always take remarks and criticisms seriously, responding to them in line with established methods of working and inform a senior affiliate of staff.
Thirdly, the employees will work in partnership with their partners to ensure the provision of high quality, compassionate, and safe healthcare, support and care. It denotes that the workers will honour job commitment, arrangement and argument and be dependable, reliable and trustworthy (Collins 2012, pp. 62).
Fourthly, the workers will converse in an effective and open way to stimulate the safety, health and well-being of individuals who use health and care amenities. For instance, the workers will uphold accurate and clear accounts of the healthcare, support and car one provide. Another code of conduct, the workers will respect people’s right to confidentiality (Mamic 2017, pp. 9). The employees will only disclose data about individuals who use the facilities in accord with the legislature and settled on means of functioning.
Similarly, striving to advance the quality of healthcare and care through steady expert development. It means they should partake in continual specialised improvement to release the capability needed for the role. They should also carry-out ability founded training and education with the arranged methods of working. The personnel should uphold an up-to-date record of exercise and growth and also back to the development and learning of others as suitable.
Finally, promoting and upholding diversity, equality and inclusion will be an important code of conduct (Hoagwood, Jensen, and Fisher 2014, pp. 73). The employees will respect the diversity and individuality of the people who use the care facilities and colleagues. Essentially, they will promote equal inclusion and opportunities for the people who use the service. The employees will not condone discrimination against individuals who use the facilities nor their partners. The employees are entailed to report any trepidation regarding diversity, fairness and attachment to a top member of personnel as soon as possible.
How does the above code of conduct help the ABC workers: it offers a set of clear standard and so one can be sure of the standard he or she is anticipated to encounter. Also, one can know whether one is working toward the principles and if there is basic to modification the means of working. Similarly, it assists in identifying the areas for continual professional development.
References
Banks, S., 2012. Ethics and values in social work. Palgrave Macmillan, pp. 72-76.
Bowling, A., 2014. Research methods in health: investigating health and health services. McGraw-Hill Education (UK), pp. 29-35.
Broad, C.D., 2014. Five types of ethical theory (Vol. 2). Routledge, pp. 56-59.
Bunge, M., 2012. Treatise on Basic Philosophy: Ethics: The Good and The Right (Vol. 8). Springer Science & Business Media, pp. 27-37.
Burri, S., 2014. EU Gender Equality Law, Update 2013. European Union, pp. 44-48.
Christians, C.G., Richardson, K.B., Fackler, M., Kreshel, P. and Woods, R.H., 2015. Media Ethics: Cases and Moral Reasoning, CourseSmart eTextbook. Routledge, pp. 11-21.
Collins, D., 2012. Business ethics: How to design and manage ethical organizations. Hoboken, NJ: Wiley, pp. 61-65.
Collins, H., Ewing, K.D. and McColgan, A., 2012. Labour law. Cambridge University Press, pp. 19-35.
DesJardins, J.R. and McCall, J.J., 2014. Contemporary issues in business ethics. Cengage Learning, pp. 35-39.
Ellis, E. and Watson, P., 2012. EU anti-discrimination law. Oxford University Press, pp.41-51
Ewing, A.C., 2013. The morality of punishment: with some suggestions for a general theory of ethics. Routledge, pp. 3-17.
Fink, A., 2012. How to conduct surveys: A step-by-step guide: A step-by-step guide. Sage Publications, pp. 47-51.
Greene, A.M. and Kirton, G., 2015. The dynamics of managing diversity: A critical approach. Routledge, pp. 59-66.
Hayry, M., 2013. Liberal utilitarianism and applied ethics. Routledge, pp. 5-11.
Hoagwood, K., Jensen, P.S. and Fisher, C.B., 2014. Ethical issues in mental health research with children and adolescents. Routledge, 71-78.
Kagan, S., 2018. Normative ethics. Routledge, pp. 18-24.
Kumra, S. and Manfredi, S., 2012. Managing equality and diversity: Theory and practice. Oxford University Press, pp. 17-24.
LaTour, K.M., Eichenwald, S. and Oachs, P., 2013. Health information management: Concepts, principles, and practice. Ahima, pp. 15-19.
Mamic, I., 2017. Implementing codes of conduct: How businesses manage social performance in global supply chains. Routledge, pp. 8-13.
Manfre, L., 2013. THE WORKPLACE GENDER EQUALITY ACT 2012 (CTH): RETHINKING THE REGULATORY APPROACH, pp. 5-15
Rios, M.C., McConnell, C.R. and Brue, S.L., 2013. Economics: Principles, problems, and policies. McGraw-Hill, pp.19-29.
Vaughn, L., 2015. Doing ethics: Moral reasoning and contemporary issues. WW Norton & Company, pp. 12-14
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