Corporate social responsibility

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Ethical issues are part of every organization in the prospect of making the management and the business to achieve its growth and success. Instances of an organizational management being faced with ethical dilemmas often subject the organization to a situation that may be difficult to solve. The ethical developments within an organization are quite common; hence require the implementation of better management skills of the leadership of a workplace to solve the ethical issues (Zadek, Evans, and Pruzan, 2013). It is necessary to understand that the ethical issues in a workplace may be easy to approach, but the primary task relative to it is in the aspect of offering a solution to the problem.

The execution of the solution to the ethical issue becomes a challenge to the leadership of the organization because it needs a critical approach to a solution or the business may risk another emergence of a problem. Also, the organizations that may seem to have the strictest rules and regulations that govern the operation of activities, still risk the development of unethical behavior. There are instances where the employees of an organization do not know whom to turn to in the event of a problem developing in the workplace. If an organization is being unsupportive to its employees, there are greater chances of the unethical problem being developed within the workplace.

While society relies upon business for products or services, business thus relies on society. This requires inputs from the business, such as workers, capital and physical assets and the socially made foundation that empower business to work, for example, the legal and educational system of that society. Part of the ethical case for CR is that society and business have common commitments inside a social contract (Boddy, 2014).

Harming some while benefiting others

Managers in organizations are faced with the challenge of ethical responsibility if they are supposed to practice the organizational code of conduct but eventually deviate. The management in some situation is characterized by harming some employees while they favor others. For instance, in the process of hiring a new employee, the Human Resource Manager plays an important role. There is the element of screening the applicants to certain if they satisfy the needs of the organization. The process involves the observation and examination of the employee's work history and performances (Bowen, 2013). The purpose of conducting the screening process is to leave out some applicants and to absorb others to the subsequent steps of the interview. The natural part of the process would entail the aspect of some employees being left out, and they would be subject to an emotional breakdown.

The emotional breakdown is inevitable as the Human Resource managers are subject to abide by the set principles of the organization. The element of an ethical behavior emerges if a Manager would weigh so much on the needs of the applicant than another. It would generate questions and attribute the managers to practicing biases in the scrutiny of employees for the job vacancy (Smith, 2014). In this context, there may be a preference of the company being based on the skills that an applicant may have than the desire. Thus, the Human Resource manager would be subject to fulfill the needs of the company against their urge to reward a particular applicant.

Regarding an organization's commitment to the corporate social responsibility, the ethical issue of preference of an applicant in a job interview is correlated to the discussion. It is because, in observation of different companies, there are policies that govern every business and its objectives.

The main framework use to analyze the ethical issue is an ethical decision making model by Ferrell and Gresham. Ferrell and Gresham (1985) proposed a contingency structure for ethical decision making. In this model, a moral issue or challenge rises up out of the social or cultural environment. The unexpected variables that influence the manager are both individual and organizational. The Ferrell and Gresham's model, is identified with the presence (or nonexistence) of organization code of conduct, corporate strategy, rewards and punishment. The choice that rises up out of this procedure drives first to behavior and alongside assessment of behavior, which is the beginning stage for an evaluation cycle to managers and organizations. (Jones, T.M., 1991)


Aguinis, H. and Glavas, A., 2012. What we know and do not know about corporate social responsibility a review and research agenda. Journal of Management, 38(4), pp.932-968.

Bowen, H.R., 2013. Social responsibilities of the businessman. University of Iowa Press.

Boddy, D. (2014).Management: An Introduction (6th Edition).Harlow: Pearson Education

Christensen, L.J., Mackey, A. and Whetten, D., 2014. Taking responsibility for corporate social responsibility: The role of leaders in creating, implementing, sustaining, or avoiding socially responsible firm behaviors. The Academy of Management Perspectives, 28(2), pp.164-178.

Crane, A., Matten, D. and Spence, L.J., 2013. Corporate social responsibility in a global context. Chapter in: Crane, A., Matten, D., and Spence, LJ,'Corporate Social Responsibility: Readings and Cases in a Global Context, 2, pp.3-26.

Fleming, P., Roberts, J. and Garsten, C., 2013. In search of corporate social responsibility: Introduction to special issue. Organization, 20(3), pp.337-348.

Jones, T.M., 1991. Ethical decision making by individuals in organizations: An issue-contingent model. Academy of management review, 16(2), pp.366-395

Murphy, P.E., and Schlegelmilch, B.B., 2013. Corporate social responsibility and corporate social irresponsibility: Introduction to a special topic section. Journal of Business Research, 66(10), pp.1807-1813.

Smith, N.C., 2014. Morality and the Market (Routledge Revivals): Consumer Pressure for Corporate Accountability. Routledge.

Zadek, S., Evans, R. and Pruzan, P., 2013. Building corporate accountability: Emerging practice in social and ethical accounting and auditing. Routledge.

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