Introduction
In organizations or institutions, the positions that are held by different individuals plays very important role in creating a better working environment within the organization’s community, as well as establishing a closer relationship with the surrounding community and/ or the entire community networks of its operations.
For an organization to have smooth and well-organized operations, the company ensures that it carries its functions and operations in manner that yields to a greater bonding and intimate relationship with all parties involved.
An organization therefore endeavors to achieve this through a number of ways, which include but not limit to employee and customer satisfactions, which is a field only constituted through the application of ethical and moral values in the undertaking of the organization functions and activities -(Muhl, 1999).
This paper thus tries to reveal the moral and ethical applications as it applied to New Haven Firefighter’s case on the decision of their final recruitment results.
Executive summary
According to the New Havens case, it was overt that the New Havens had wanted to promote their officers in which all individuals had been given equal entry opportunities.
The recruitment results showed that a number of individuals from both minority groups and the white group had passed entry mark; however, no single candidate from the minority groups had secured a chance in the first three positions which were the only positions to be awarded the available promotional opportunities by the organization in the chosen criteria.
This incident of having all the minority incumbents locked out became a matter of great concern to the New Haven’s managerial team, which subsequently nullified the recruitment results, an action that raised major managerial concerns of moral and ethical applications (Ball and Haque, 2003).
Core basis of the organization decision
Compensation of past injustices
According to the revealed information, New Haven managerial decision act had a strong basis of ethical grounds, rather than consideration of demographic of the general population.
The organization managerial team not only acted from a point of ethical perspective by defying the recruitment results, but its actions were also in accordance with the legal fulfillment, that aimed at bridging the disparity gaps of employments, social and economic status, that resulted from unequal and unfair treatments on the minority groups by the white community.
This means that the minority groups were highly disadvantaged in numerous ways that weakened their strengths, and such weakening effects well realized even in the today’s community.
Depending on the recruitment results, it appears that the implementation of the result would ultimately make the minority group members be cut-off from participating and occupying promotional positions of higher ranks, which they could perform in more or less the same way as their white counterparts if they equally had almost similar background environment (Edley, 2006).
Developing of underutilized capabilities
Under the consideration of managerial work, a well operating and performing organization is one whose management team has a unique character, simply identified by its diversity. The rejection of the final recruitment results by New Haven organization management team aimed at obliterating the employees’ homogeneity, while at the same time embracing the practice of diverse management team.
The entrenchment of the latter practice is fundamental to the organization, as this would help them capture new talents from the whole range of communities’ populations (Allen, 2003).
A part from this being an act of acquiring new talents to the organization, the organization’s denial against the implementation of the recruitment results which indicated dominance of the white race, this act could be contemplated as an act of prudence and integrity.
One would consider that such a step would permit the trapping and developing the under-utilized capabilities from the minority groups, which by synchronizing with the already existing ones would translate to the amelioration of services being offered by the organization, and increase the feeling of customer satisfaction (Edley, 2006).
Effacing negative effects/ attitudes
The advocated heterogeneous management team through the organization’s denial to accept homogenous race incumbents to take up the top positions is classic way of teaching the community the importance of recognizing and appreciating the presence and value of individuals of other races.
By doing so, it not only helps in the changing of the community’s economic and social life styles, but through this, the organization forms a portal for increased resource accessibility. Furthermore, having diverse management team in the organization is key way of alleviating the concern and altitude of the activists, minority groups and entire US community towards the issue of racism and discrimination.
Moreover, this silences the organization’s enemies, whether the rivals are coming from the outside local communities, or are competitors in nature (Gilbert, Stead and Ivancevich, 1999).
Conclusion
In conclusion, the New Haven’s actions though highly criticized by the majority US community, it’s considered to have basically been arrived on ethically balanced considerations on both competing groups. The decision seems to have been selected on the basis of legitimate and deontological ethics.
References
Allen, R. (2003). Examining the implementation of affirmative action in law enforcement. Public Personnel Management, 32(3), 411.
Ball, C., & Haque, A. (2003). Diversity in religious practice: Implications of Islamic values in the public workplace. Public Personnel Management, 32(3), 315.
Edley, C. (2006). Not all Black and white: affirmative action, race, and American values. New York: Hill and Wang.
Gilbert, A., Stead, A., and Ivancevich, M. (1999). Diversity management: A new organizational paradigm. New York, Journal of Business Ethics, 21(1), 61-76.
Muhl, C. (1999) Monthly Labor Review. Washington Journals, 122 (1), 48-49.