We could suggest that the relevant difference between hiring and Au Pair are the objects of discrimination. Another condition that attempts to accommodate this proposition is that discrimination is only impermissible if the irrelevant characteristic (e.g., being a white male) is membership in an exposed group. By “exposed” I mean a group that is generally considered to be victims of structural oppression, such as ethnic minorities or women.2 Cassandra`s discrimination targets white men who are not an exposed group, while Harold`s actions target an ethnic minority that is an exposed group. Therefore, Harold`s discrimination is unacceptable, but Cassandra`s is not. One of the biggest challenges for any entrepreneur is solving ethical problems in business. While some ethical issues in business are covered by law, the requirements for others are more vague. In these cases, it is incumbent on business owners and managers to hold employees accountable for unethical actions and, of course, to behave ethically. I believe that the condition of fairness reflects something intuitive in the lie of discrimination, because we all feel unfair, regardless of our background, when someone behaves unfavorably because of an irrelevant characteristic of ours. I also think it is plausible to say that, ceteris paribus, it is wrong – if nothing important enough is at stake – to treat someone so unfairly. This condition seems sufficient to explain why all cases of discrimination seem at least somewhat erroneous, including, for example, that of Cassandra. However, this does not explain why we intuitively believe that discrimination against some individuals and groups is far worse than others, for example why Harold`s act of discrimination seems far worse than Cassandra`s. To do this, we must take into account the second condition. Abuse of power often manifests itself in harassment or discrimination.

However, those in a leadership role can also use their authority to pressure employees to skip certain aspects of due process in order to buy time (which can put the employee at risk), punishing workers unable to achieve inappropriate goals or asking for inappropriate favors. You can incorporate some of their practices into your company`s curriculum, such as: The typical unethical business practice associated with working conditions and environments is discrimination. Although the issue of discrimination is actively discussed and addressed in the global business environment, there are still many situations where managers discriminate against other employees based on factors such as gender, age and ethnicity. According to the principles of virtue ethics, it is possible to determine that the actions of these managers are not virtuous, because they allow their vices to win in the situation. In order to discuss the ethical concerns of virtue ethics, it is necessary to focus on the situation in detail, formulate the ethical problem and propose solutions. Most of us intuitively consider discrimination based on gender or ethnicity to be unacceptable because we have the right to be treated on the basis of merit and ability, rather than, say, ethnicity or gender. I call this proposal the inadmissibility account. I submit that, although the report on inadmissibility seems intuitive to most of us with a humanistic attitude, it is indefensible. I show that well-informed discrimination can sometimes be permissible and even morally imperative, which means that we cannot have the strict right not to be discriminated against.

I then propose an alternative and more plausible presentation, which I call the account of equity and externalities, arguing that acts of discrimination are reprehensible, first because they are unjust and partly because they produce harmful externalities that, analogous to pollution, give a collective responsibility to be minimized. However, these two factors are not feasible, which means that if the account of equity and externalities is correct, discrimination is sometimes allowed. These findings are counterintuitive and suggest that the ethics of discrimination require greater attention. It`s easy to forget the goals you set at the beginning of the year or be complacent about new policies when you`re busy. But preventing discrimination should be a top priority throughout the year. Employees who are regularly discriminated against are more likely to leave the company, which increases your turnover. While some involuntary turnover – for example, laying off underperforming employees – is beneficial to the business, you risk losing qualified and competent employees if your company`s voluntary turnover is high. Recruiting and training replacements is costly for the company and affects productivity. If an employee believes that there is no future for them within the organization, they will be less invested in the work. While he may not have found another position, the fact that he doesn`t intend to stay permanently means he`s less committed and loyal to the company than someone planning a long-term career with the company.

When thinking about how to combat discrimination in the workplace, you could easily miss out on skills, sexuality, and family responsibilities. Don`t think of employee differences as problems, but, like the world`s most ethical companies, as ways to make your business more innovative, creative, and welcoming. Discriminatory practices affect the job satisfaction of all employees, not just those who are discriminated against. Promotions, bonuses and benefits should be based on the candidate`s qualifications and job performance. If an employee is constantly promoted based on gender, race, age or other discriminatory factors, their willingness to advance within the organization or work to the best of their ability will be affected.