Taking Credit When Credit is Not Due
Answer to Question 1. In a business organization, an individual conducts daily activities according to certain principles, norms, and standards. The aforementioned characteristics are the constituent parts of organizational business ethics (Nelson & Trevino, 2007). Each of the constituent parts accepts parameters, which become the foundation blocks for evaluating actions of employees. Ethics, at the same time, controls the moral conduct of a person. Trustworthiness, respect, and fairness can be attributed to the moral behaviors of employees in a business organization. In this case study, the human relations director claimed credit for the achievement that does not belong to her. This action does not comply with trustworthiness, respect, and fairness of moral conduct. The unanswered question remains why did her moral compass failed to guide her right from wrong. In organizational business, people feel valued for their contribution (Johnson, 2012). The human research director wanted to be felt valued, and that is why she could not resist the temptations when she obtained that opportunity. However, general principles, norms, and standards of personal ethics failed to stop her from the wrong moral action.
Answer to Question 2. Monique has encountered a breach of trust problem. The breach of trust, in this case, has taken place due to her supervisor’s betrayal. That is why; it is necessary for Monique, first to classify the betrayal; whether it is major, minor, intentional, or unintentional. The appointment itself is an emotional issue for Monique. She needs to identify her emotions and then, help herself understand the emotions. Once she classifies betrayal and understands her own emotions, Monique needs to analyze the building blocks of organizational trust. In her appointment, Monique needs to focus on the building blocks of the organizational trust, and explain the human resource manager about its importance in running a business organization. She needs to emphasize that trustworthiness is an essential building block of the organizational trust, and by taking credit for the task she did not accomplish, she violated the principle of trustworthiness. She should also explain that interpersonal trust helps to make productive decision and the business operate more efficiently. Monique needs to explain that she always trusted her manager, and also emphasize that she thought that their trust relationship was mutual, and her manager would protect her rights and interests and not harm her. However, by taking credits for the job she did not do, the manager had hurt her. Since they both are going to work together, they need to find a way to rebuild the trustworthy relationship.
Answer to Question 3. The human resource director, as a leader, is responsible to take steps to help create trusting interpersonal relationships (Johnson, 2012). Instead, she betrayed Monique’s trust. This betrayal has caused tension in their interpersonal relationship. This is what the director must recognize first. Monique has offered to rebuild a trustworthy relationship. The director needs to understand that Monique was able to manage her emotions, and she is extending her hands for the sake of the prosperity of the organization. The director should accept it by recognizing that trustworthiness among employees is one of the fundamental bases of organizational ethics. Once the human resource director recognizes and acknowledges the violation that she committed, she must assume responsibility for the violation. She also needs to assert Monique that she recognized that the event had damaged their relationship. She must explain to Monique that she is willing to accept responsibility for the violation and would work to repair the trust.
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Answer to Question 4. This case has two parties: violator and violation. Betrayal can be classified into four categories; major or minor, and intentional or unintentional. The betrayal described in the case study relates to major intentional category hence it characterizes acts that deliberately withheld information (Johnson, 2012). It is what the violator did. Monique has experienced the betrayal; however, she needs to work through the painful feelings and move forward by rebuilding a trustworthy relationship with the director. In order to achieve a positive outcome, Monique needs to manage her personal response to betrayal and then, work together with the human resource director in rebuilding the relationship. However, restoring trust depends not only on Monique but also on the director. The director must take ownership of having destroyed the trust, and both of them must commit themselves to the restoration process. A successful result can be archived if the restoration process is based on the five steps (Johnson, 2012):
- Recognize and acknowledge that a violation has occurred;
- Determine the nature of the violation;
- Admit that the event damaged trust;
- Be willing to accept responsibility for violation;
- Repair trust.
Monique needs to explain to the director the offending acts, and the director must realize that his unethical acts have broken the trust. The human resource director must recognize that taking credit for someone’s effort is unethical, and she must assume responsibility for her actions. Both Monique and the director require discussing openly what happened; however, the director must also understand the victim’s reaction and also acknowledge that the relationship has damaged. These above-mentioned steps will diminish victim’s anger to a large extent, and they both can move forward in restoring the relationship. It is how both of them together can rebuild the trustworthiness.
Answer to Question 5. This case study demonstrates that in business organizations acts of betrayal may endanger and break trustworthiness among employees. I have experienced betrayal on the job. I acted aggressive way and as a result of it lost the job. After studying the building blocks of organizational trust, I acknowledged that, despite the best efforts, any person can betray the trust of others as well as be betrayed (Johnson, 2012). However, for the greater sake of the origination’s prosperity the violated person should manage emotions, explains what happened to the violator, and use above mentioned 5 steps in restoring the trust and move forward.