Applying Utilitarianism to Ethical Dilemmas in the Workplace

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Table of Contents

Introduction
Possible Solutions and Impacts
Conclusion
References

Introduction

A utilitarian method is chosen to consider the ethical dilemma of interacting with employees, tightening the rules, and controlling the working environment to increase efficiency. This approach primarily focuses on the result and its compliance with expectations, and from this, it forms an opinion on the ethics and correctness of the chosen option. Thus, the ethical theory of utilitarianism defines the most ethical choice as having the best consequences for all concerned. For the issue at hand, such an option could be developing a common policy that ensures that all stakeholders understand and follow their roles in the work process.

Possible Solutions and Impacts

One solution could be to implement stricter rules and additional penalties for employees when they violate ethical standards defined by the company. Such a solution goes a long way toward ensuring that employees comply with all norms and increase efficiency. However, the impact of such a solution can be described as ambiguous for all stakeholders. Employees can feel disadvantaged when complying with certain norms, and an increased punitive and controlling system may violate even basic human rights (Everett & Kahane, 2020). An example of this would be strict regulations on mobile devices or interruptions that are not solely due to cybersecurity.

Customers and resellers in such a case benefit from the situation, but in parallel to the reduced timeframe, may receive a reduced quality of IT products due to the dismissal of some employees or a generally lowered morale of employees. Management may also have a brief period of increased company efficiency, with a further long-term decline in the company’s capabilities (Lin et al., 2020). Such actions can also result in financial losses, as the net result can damage the reputation and product quality. From a utilitarian point of view, such a short-term non-guaranteed advantage is not good for an IT company.

The second method is a modified version of the first, preferring the introduction of workplace responsibility and individual behavior instead of an extended penalty system. In such a case, employees who are seen to have declared unethical behavior or other actions are subject to immediate dismissal. Such rules may displease employees, but the atmosphere will not be as damaged. This decision can be considered cardinal in solving the ethical dilemma of cyberloafing or similar actions (Batabyal & Bhal, 2020). Nevertheless, complying employees will not experience a general tightening of work norms, and new employees should be instructed in detail and perceive the workplace correctly.

Managers and senior management, in turn, receive, in addition to resolving the ethical dilemma, less damage to workspace and morale while facing potential financial and time costs for training and recruiting new staff. Customers may likewise experience negatives in the form of a drop in the quality of products ordered or increased lead times (Lin et al., 2020). With the ability to normalize over the long haul, this method is difficult to call optimal from a utilitarian point of view.

The third and most appropriate method involves actively working with employees and softening the approach. Through collective interaction, ethics and work behavior or cybersecurity policies can be negotiated and developed (Hegde et al., 2020). After that, support for feedback and monitoring of learning and compliance is mandatory. Employees must normalize their work and improve morale by forming an understanding without harsh intervention. Customers and intermediaries will have no substandard delays experiencing the company’s development. Management, as a stakeholder, will benefit in the short and long term. This development option is the most preferable from a utilitarian point of view, as it is the best option for the company, provided it respects all the rules and rights of employees.

Conclusion

Thus, developing rules and ethical norms with the suggestion of expanding the methods of compliance with the participation of employees and all management is the best solution in this situation. Familiarity of all participants in the work process with their roles and the conditions of the most effective interaction with their colleagues is the best quality. With this solution, despite its complexity, management can achieve its goals and increase the company’s profitability in parallel with the morale and effectiveness of subordinates.

References

Batabyal, S. K., & Bhal, K. T. (2020). Traditional cyberloafing, mobile cyberloafing and personal mobile-internet loafing in business organizations: Exploring cognitive ethical logics. Journal of Information Communication and Ethics in Society, 18(4), 631–647. Web.

Everett, J. A. C., & Kahane, G. (2020). Switching tracks? Towards a multidimensional model of utilitarian psychology. Trends in Cognitive Sciences, 24(2), 124–134. Web.

Hegde, A., Agarwal, V., & Rao, S. (2020). Ethics, prosperity, and society: Moral evaluation using virtue ethics and utilitarianism. Proceedings of the Twenty-Ninth International Joint Conference on Artificial Intelligence. Web.

Lin, W. L., Yip, N., Ho, J. A., & Sambasivan, M. (2020). The adoption of technological innovations in a B2B context and its impact on firm performance: An ethical leadership perspective. Industrial Marketing Management, 89, 61–71. Web.

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Applying Utilitarianism to Ethical Dilemmas in the Workplace

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