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1. HUMAN RIGHTS, 10
SUSTAINABILITY AND
ETHICAL DILEMMA
CHAPTER OBJECTIVES
LEARNING OUTCOMES
10.1 INTRODUCTION
10.2 STAFFING PLAN
10.3 CALCULATING STAFFING NEEDS
10.4 COMPLETE STAFFING PLAN
10.4.1 EVALUATE GOALS
10.4.2 IDENTIFY INFLUENCERS
10.4.3 ANALYZE THE CURRENT STATE
10.4.4 FORECAST FUTURE NEEDS
10.4.4.1 TREND ANALYSIS
10.4.4.2 COLLECT DATA
10.4.4.3 RATIO ANALYSIS
10.4.5 CONDUCT A GAP ANALYSIS
10.4.6 DEVELOP A SOLUTION PLAN
10.5 HUMAN RIGHTS
10.6 PROTECTION IN WORKPLACE
10.7 BREACH OF HUMAN RIGHTS
10.8 IMPORTANT RIGHTS
10.8.1 EMPLOYMENT AGREEMENT
10.8.2 LEAVE
10.8.3 TIMEY SALARY
10.8.4 MATERNITY BENEFIT
10.8.5 GRATUITY
10.8.6 PROVIDENT FUND

2. 10.8.7 NOTICE PERIOD
10.8.8 PROTECTION AGAINST SEXUAL HARASSMENT
10.9 SUSTAINABILITY
10.10 SUSTAINABILITY INDICATORS
10.11 SUSTAINABILITY STRATEGIES IN BUSINESSES
10.11.1 IMPROVE THEIR PUBLIC IMAGE
10.11.2 MAINTAIN ITS ETHICAL POSITION
10.11.3 IMPACTS OF STATE CAPITALISM
10.12 ETHICAL DILEMMA
10.13 ETHICAL DILEMMAS IN BUSINESS
10.14 SOLVING AN ETHICAL DILEMMA
10.14.1 GUIDELINES FOR SOCIAL MEDIA
10.14.2 TECHNOLOGY AND PRIVACY CONCERNS
10.14.3 PERILS OF EMPLOYEE FAVORITISM
10.14.4 BAD LEADERSHIP BEHAVIOR
10.15 TYPES OF DILEMMAS
10.15.1 MAKING SACRIFICES FOR THE GREATEST GOOD
10.15.2 VALUES AND CONSEQUENCES
10.15.3 PATERNALISM, LIBERTY AND OFFENSE
10.15.4 MORAL RELATIVISM
10.16 SUMMARY
10.17 KEYWORDS
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After studying this chapter, you would be able to understand
• Staffing plan
• Calculating staffing needs
• Complete Staffing Plan
• Human rights
• Protection in workplace
• Breach of human rights, Important rights
• Sustainability, Sustainability Indicators
• Sustainability Strategies in Businesses
• An ethical dilemma, Ethical dilemmas in business
• Solving an ethical dilemma
• Types of Dilemmas

3. On successful completion of this chapter the learner will be able to:
• Explain the Staffing plan, calculating staffing needs.
• Summarise complete Staffing Plan.
• Discuss Human rights.
• Give details Protection in the workplace.
• Review Breach of human rights, Important rights.
• Judge Sustainability, Sustainability Indicators.
• Evaluate Sustainability Strategies in Businesses.
• Discuss Ethical dilemmas, Ethical dilemmas in business.
• Clarify solving an ethical dilemma.
• Explain types of Dilemmas.
10.1 INTRODUCTION
Monitoring the human rights aspects of sustainable development remains impossible as
long as no conceptual framework exists. That framework has to define precisely what should
be monitored and how this ought to be accomplished. To develop such a framework,
insufficiencies in both human rights and development policies and development interventions
are to be identified and overcome. There is more agreement on what development should not
be, than on what development is. Another controversy that is avoided is whether a definition
of development includes human rights or not. The notion of sustainable development emerged
with the awareness that self-destructive development can only be short-lived.
Evidence that nonrenewable environmental resources must be protected has generated
such awareness. Individual human beings, however, have been treated as a renewable
resource. People are still often referred to as human capital or, at best, human resources.
However, the notion of human rights attributes value to every human being.
An underlying assumption of human rights is that all individuals have equal rights and
that jeopardy of the rights of any single individual challenges the human aspect of human
rights. Once human rights are accepted as universal, human rights obligations must be
accepted as universal as well. Such universality must, by definition, extend beyond national
borders. Wide disparities in opportunities for human beings to enjoy their rights thereby
become the principal challenge for human rights, and development. Before looking into
human rights and sustainability let us have a glimpse of staffing.
10.2 STAFFING PLAN
A staffing plan is a strategic planning process by which a company assesses and identifies
the personnel needs of the organization. In other words, a good staffing plan helps to
understand the number and types of employees your organization needs to accomplish its
goals. A staffing plan answers the questions: 1. What work needs to be done? 2. How
many people do we need to employ? 3. What skills and experience are necessary to do this
work? 4. What skills gaps need to be filled?
Staffing plans can encompass the entire company or apply to smaller teams or departments
and even individual projects. For example, if your company’s business goals focus on
expanding its sales force in the coming year, a staffing plan can help prepare the sales
department for that growth so that the right people with the right skills are brought on board
at the right times. Additionally, a staffing plan helps your business to 1. Streamline business

4. growth. 2. Increase employee engagement 3. Reduce labor costs and maximize productivity. 4.
Improve customer relations 5. Eliminate skills gaps. 6. Increase employee retention and
reduce turnover. Having a clear staffing plan helps prevent issues that could delay growth or
hinder the quality of your products and services that could result in unhappy customers and
lost business opportunities. Not only do staffing plans help companies effectively recruit, hire,
and develop employees, but they also help guide budgeting and financial decisions within the
organization.
10.3 CALCULATING STAFFING NEEDS
A staffing plan involves three main steps: Determining current staffing levels, forecasting
future staffing needs, identifying the gaps between the two. Once you’ve assessed your staffing
needs, you can outline recommendations for how to address those needs, which might include
recruiting and hiring new talent, promoting internally, focusing on training and employee
development, or adding contractors to your staff. These forecasts and recommendations will
help you develop your overall human resources plan for the organization. Use the following
steps to learn how to calculate staffing needs and make a plan for the future.
10.4 COMPLETE STAFFING PLAN
10.4.1 Evaluate Goals
The first step in developing a staffing plan is to evaluate the needed goals to achieve. Before
you dive into staffing plans and changes, you need to know what the goals are for the
business. These goals are typically outlined in a strategic business plan. Use this plan to
clarify the company’s objectives and align the staffing plan accordingly. What you do with your
staff will affect business outcomes (for better or for worse), so you want to make sure the two
plans align. For instance, if the business plans to open a new location, you may need to move
current staff around or hire new employees to fill those roles. The business plan will help
inform those staffing decisions.
By recognizing the target's employees will be working toward, human resource professionals
can identify the amount and type of support needed to meet those expectations. Ensuring a
clear understanding of expectations helps HR professionals in some ways. Departmental goals
should align and support organizational goals. Thus, this exercise is a perfect opportunity to
reach out to other leaders to understand their expectations of the department in the upcoming
year, including support for major projects, new strategic initiatives, or other changes that will
require adjusting staff. Besides, during this step, HR should identify any major goals within
the function. Perhaps a reorganization or realignment is needed to increase customer service
or develop specific expertise. Questions to ask when evaluating goals include:
1. What are the organization’s major strategic and tactical goals for the upcoming
year?
2. What internal goals would this function like to achieve this year?

5. 3. How will the HR function support those goals?
4. How will the HR function support those goals?
5. What goals do I need to set for my function to ensure I’m aligned with the
company’s goals?
6. What support are other functions/departments expecting from my department this
year?
10.4.2 Identify Influencers
In this step, HR professionals determine the factors that might affect the staffing plan.
Influencers can be external or internal to the organization. They can be positive or negative
and are defined as anything that might indirectly affect the plan but that the organization has
little control over. By evaluating influencers on the staffing plan, HR professionals survey the
landscape to identify and understand forces that will affect the talent supply. Examples of
such influencers are the labor market, changing regulations, and the evolution of a function.
To complete this step, HR professionals should start with a brainstorming session to
identify everything that might impact their workforce. Once they generate the list, they can
then group like influencers. For example, if the brainstorm list includes low unemployment
and competitor ABC Company is hiring ‘ n ‘ number of local workers in the next year, the two
could be consolidated under the influencer external workforce availability.
Questions to help identify influencers include:
1. What is the talent available in our market?
2. What trends are affecting skill development? These could be social impacts such as
managing social media requirements, learning new skills as part of process
evolution, or the need to learn new technology.
3. Will technology changes influence our labor supply or demand? These changes
could be new technology that will require additional staffing or training time or
technology that improves efficiencies, thereby eliminating jobs.
4. Do we have competitors who will influence the supply of labor? Perhaps competitors
are growing their workforce, or they are lay off people, thereby growing the labor
supply.
5. Will economic or financial factors affect our staffing plans? These may include
anticipated changes to the local economy, tightening of financing available to the
organization, or an influx of venture capital funding.
6. Are potential game-changers affecting our industry? Called disrupter companies,
examples include Uber and its impact on the taxi industry. Other game changers
include technology improvements such as driverless cars that may affect the
transportation industry.
10.4.3 Analyze the Current State of the Function
To develop a staffing plan, you must first understand your current staffing environment. If
you have a robust HR database, this step could be reasonably straightforward. However, if you
host personnel information on multiple sources, you will first need to consolidate that data
into one source of truth. Work with business leaders and managers to help you ensure
accurate and complete data on your human resources. Once you have your staffing data in
one place, you can assess the current staffing environment and begin to pull actionable
insights from the data.

6. Pay particular attention
1. The number of people on staff
2. Skills and competencies within the workforce
3. Staff distribution (team size and who works where)
4. High performers and potential leaders
5. What system do I review for data on the current state?
6. Do vendors, contractors or others regularly contribute to achieving team goals?
7. Low performers who could indicate turnover
8. Staff age and tenure (to anticipate retirement numbers)
These data will help you better understand the current staffing landscape and more
accurately identify staffing needs and opportunities.
As with any plan, it is critical to know the starting point. In this step, HR professionals
compile information on the current state of the function or create an inventory of the
important components of the skill set currently in play. Compiling information on the current
state of the HR function involves listing all current resources, including staff, contingency
workers, or other people who regularly support function goals. Besides, the current-state
analysis should determine competencies, skill set or expertise to fully understand the tools
presently available to meet expected plans.
As part of the activities in this step, HR professionals need to decide which systems to use
to obtain the analysis data. Small departments can simply count positions on an
organizational chart. However, data for larger staffing plans may need to be pulled from the
human resource information system (HRIS) or payroll, talent management, or scheduling
systems. If the staffing plan is for headcount purposes, payroll or HRIS data will suffice. But
for competency planning, a learning or talent management system provides the most accurate
data. In this step, HR should also evaluate factors that may change the makeup of the
department, such as flight risks, potential departures, and current open positions actively
being recruited.
10.4.4 Forecast future staffing needs
HR professionals envision what will be needed to accomplish the goals set out in Step 1.
The keys to this step are to start fresh and not be overly influenced by the current state. This
step identifies both end-state staffing and interim needs. It should be assessed at both a
headcount and skills level.
After you assess your current staffing landscape, it’s time to make some predictions about
your future staffing needs. As you conduct your staffing needs assessment, you will want to
consider the factors that can affect staffing decisions and opportunities, including 1. Business
goals, 2. Turnover rates and projections 3. Expected mergers or acquisitions 4.New product
launches 5.Business investments 6. Changes in the economy 7.Competitors attracting key
talent 8. Industry labor costs 9. Unemployment rate All of these internal and external factors
can influence the workforce and your staffing needs. While forecasting will always involve
some guesswork, you can make confident, educated, predictions using the following methods.
10.4.4.1 Trend analysis
Trend analysis works well for established businesses with several years satisfactorily achieved.
Trend analysis uses experience to inform future needs. To perform a trend analysis, start by
gathering old data. Focus on gathering information for at least the past five years but you

7. may want to go back as far as 10 years. It is a known fact that the larger the sample size, the
more accurate the results.
10.4.4.2 Collect data
1. Years of service
2. Skills and qualifications
3. Hiring and retirement patterns
4. Past work experience
5. Transfers and promotions
6. Employee turnover
7. Education.
Once you have collected the data, you can analyze it to understand turnover rates over time
as well as to discover trends or patterns between the data sets.
10.4.4.3 Ratio analysis
A ratio analysis is a dual purpose forecasting method that both predict staffing demand and
compares forecasting results against an industry standard. The beauty of the ratio analysis is
that it doesn’t rely on historical data to predict future demand. This is an advantage for
younger companies who don’t have the benefit of years of historical data to provide insight
into future trends.
A ratio establishes a relationship between two things. A business can calculate ratios
between business factors like future sales revenue predictions and staffing requirements. For
example, let’s say your business plans to expand its sales in the coming year and predicts
sales revenue at Rs 50,00,000. You’ll need to estimate how many sales employees you will
need to support that growth. To calculate this, you need to determine the ratio between sales
revenue and staff. To do this, divide current sales revenue by the current number of sales
employees. If the ratio is 50:1 (with 50 representing Rs 50,00,000 in sales), that means a sales
revenue of Rs 50,00,000 would require 100 employees. Once we have that ratio, we can then
identify gaps in the staffing. For instance, if we plan to increase your sales revenue to Rs
50,00,000 but currently have only fifty employees, you know you will need to hire fifty more
people to support that goal.
To complete this step, HR professionals should review the goals outlined in Step 1 and
imagine what will be needed to accomplish those goals. It is best to envision needs as if
building the department from scratch. Taking this approach will help articulate requirements
without being hampered by the current state. The envisioning step may be approached from a
headcount perspective. However, envisioning needs from a skill set, competency, or expertise
perspective helps overcome biases that may exist in the current state.
Questions to ask while envisioning needs include:
1. What is the ideal mix of staff, contractors, or outside expertise needed to meet our
goals?
2. What expertise does the HR function need to accomplish our goals for next year?
3. How many people will we need to meet our goals, and where should they be located?
4. Sources for this figure may include the current span of control numbers, staff ratio
recommendations, and historical rule of thumb within the organization or statistical
regression analysis.

8. 5. Does staffing change throughout the year? Generally, outside experts are costly
specialists such as lawyers or consultants whom HR may want on only a very
limited basis but whose input is critical to the success of the plan. Contractors
should be hired to fill short term needs.
10.4.5.Conduct a gap Analysis
This step identifies what is missing between the future state outlined and the current state
identified. In other words, look at where your staff is now and where it needs to be. What
discrepancies are there? Do you need more staff? Are there skills missing from your current
workforce that you will need in the future to meet your business goals? Gaps may include
inadequate staffing, lack of expertise, or simply the wrong people in the wrong place.
Information derived from a gap analysis will identify deficiencies in the current state of the
function that HR will need to address to achieve the outlined goals. As you go through this
process, our skills supply and demand chart can help you determine how many current
employees and job candidates have the skills you need and whether you should hire or train
to gain those competencies.HR professionals should not view these gaps as weaknesses of the
current department but rather as opportunities to evolve the function into an ideal state to
achieve organizational goals.
Questions to ask when doing a gap analysis include:
1. If we compare the end state to the current state, in what areas are we currently
unable to support outlined goals?
2. Do we lack staff with the right expertise in functional areas?
3. Will factors such as current performance or mobility affect the current staffing?
4. Where will we need to adjust current staffing?
5. Do we have geographical gaps in which we need to hire staff?
6. Will cross-functional collaboration be needed? If so, how can we strengthen that
partnership?
10.4.6 Develop a Solution Plan
Having conducted the analysis above, HR professionals can now put together a plan to
achieve the stated goals for the upcoming year. The plan should include both end-state
staffing and any interim staffing needed. This step often encompasses determining timing (i.e.,
when to hire or promote specific staff) and assigning costs if the staffing plan is being done in
conjunction with a budget cycle. The plan itself should outline the staff needed, at what time
and location. It should differentiate full time versus contingent staff and identify every role
needed in the function from entry-level to executive. The plan may also detail the timing for
when specific, outside expertise is needed. Staffing plans may be created as tables, charts,
PowerPoint presentations, or other visuals. The important thing is to present the information
in a format that provides the amount and type of information required in an easily
consumable format.
Your staffing plan might include recommendations to implement a corporate training
program to address skills gaps or to develop succession policies to streamline handoffs
following retirements or promotions. During this process, work with the business’s leaders to
create a strategic action plan to address staffing needs that aligns with the organization’s
goals, culture, and mission. Questions to ask while developing the solution plan include:
1. Given all the information above, how do I use it to achieve the goals?
2. At the end of the year, what should my staff composition consist of?

9. 3. When and where will we need to adjust staffing levels to support organizational goals?
4. What level of expertise do I require in which roles?
5. How am I addressing the gaps?
6. Outside of hiring, would training or other methods help cover these gaps?
7. Can we fill some of these gaps with technology?
10.5 HUMAN RIGHTS
Human rights are the basic rights and freedoms that belong to every person in the world.
They are based on important principles like dignity, fairness, respect, and equality. Your
human rights are protected by the law. If your employer is a public authority, they must follow
these principles. Human rights protect you in your everyday life regardless of who you are,
where you live, and how you choose to live. If you work in the public sector, it’s unlawful for
your employer to violate your human rights. If your employer isn’t a public authority you can’t
make a claim against your employer for a breach of your human rights. However, human
rights law has been incorporated into general employment law and applies to all employers.
10.6 PROTECTION IN THE WORKPLACE
Many of the principles of human rights are designed to protect you as a worker within the
workplace. You have the right to a private and family life. Your employer has the right to
monitor communications within the workplace as long as you’re aware of the monitoring
before it takes place. Monitoring can cover emails, internet access, telephone calls, and
images. Your right to a private life means you have the right to some privacy in the workplace.
You can’t be monitored everywhere. If your employer doesn’t respect this, they’ll be breaching
human rights law.
10.7 BREACH OF HUMAN RIGHTS
If you believe your human rights at work have been breached, you should talk to your
employer first. If you’re still unhappy, you can follow the internal grievance procedure in your
contract or written statement of employment.
1. How to resolve a problem at work
2. Grievance procedures
3. Employment contracts.
If that doesn’t work, you may want to take legal action. Human rights law can be complex
and so before doing this, you will need to take legal advice. During their employment, all
employees are entitled to certain fundamental duties and rights. These basic rights are
proportional to an employer’s duty to make the workplace as comfortable and employee-
friendly as possible. These rights safeguard the employee from discrimination based on age,
gender, race, or religion, protect their interest, and entitles them with the right to privacy and
fair remuneration.
The employment laws in India lay down several provisions to safeguard the interest of
employees, some of which do not apply to all the employees working in different sectors. For
instance, there are no specific laws that govern the rights and obligations of employees
working in the private sector.

10. 10.8 IMPORTANT RIGHTS
10.8.1 Employment Agreement
An employment agreement is a written document, which lays down the terms and
conditions of employment and establishes the rights and obligations of the employer and
employee. An employee is entitled to get a written employment agreement duly signed by the
employer before starting work. A well-written agreement drafted by a labor lawyer can prevent
any unforeseen discord between the employer and employee, as the legal course to be taken to
resolve any dispute is already stipulated in the employee’s agreement.
10.8.2 Leave
During employment, an employee is entitled to leaves and holidays. Generally, there are 4
types of leaves available to an employee in India: Casual Leave: Paid leave: Sick leave: Other
leaves:
10.8.3 Timey Salary
An employee is entitled to receive a timely salary at the end of every month. An employer
has to pay the salary amount to an employee after making the requisite deductions like TDS,
provident fund, etc. An employee can hire a labor lawyer to take proper legal action against
the employer for not paying a salary.
10.8.4 Maternity Benefit
A female employee is entitled to maternity/pregnancy leave for 26 weeks which can be
availed during pregnancy and/or after the delivery. The Maternity Benefit Act, 2017
safeguards the interest of pregnant and lactating women employers in India. Maternity leave
can also be taken in case any complications arise during pregnancy, premature birth,
miscarriage, or medical termination of pregnancy. Some private companies in India are also
giving paternity leave to their male employers allowing them to take care of their newborn
child.
10.8.5 Gratuity
Gratuity is a retirement benefit under the Payment of Gratuity Act, 1972 paid to an
employee at the time of retirement, termination, resignation, or employee’s death. It is paid in
recognition of service to the company, to employees who have completed at least 5 years of
continuous service. If the employer does not pay the gratuity amount to the employee,
employment lawyers can be consulted to take proper legal action.
10.8.6 Provident Fund
Under the Employees’ Provident Funds & Miscellaneous Provisions Act, 1952, employees
have the option to keep a part of their salary invested in EPF, which is transferred directly by
the employer in the PF accounts. The contribution by employer and employee are maintained
by the Employees Provident Fund Organisation (EPFO).
10.8.7 Notice Period
In case the employer wishes to terminate the employment of an employee, then a notice has
to be served to the employee to prepare them for such termination. An employer cannot
terminate an employee without giving a notice period. In case, the employer has fired an
employee for no substantial reason and no notice, the employee can talk to a labor lawyer to
file a complaint against the employer for wrongful termination of employment.
10.8.8 Protection against Sexual Harassment

11. The employer should ensure that all employers, women employees, in particular, are
protected from any kind of harassment. Any incident of sexual harassment with an employee
has to be dealt with promptly and immediately. The employer has to enact a company’s policy
prohibiting sexual harassment at the workplace and establish a redressal committee to deal
with any case of sexual harassment in the office. A woman can file a complaint against sexual
harassment at the workplace under the Sexual Harassment of Women at Workplace
(Prevention, Prohibition and Redressal) Act, 2013. An employee can also file a sexual
harassment case in the labor court by hiring an employment lawyer.
10.9 SUSTAINABILITY
Businesses can no longer be diffident about sustainability. There are five essential,
interlinking attributes that are required.
1. A clear purpose, which is authentic and inspiring, explains the existence of the
business and it value it creates for itself and society.
2. A sustainable innovative culture, empowering and engaging, open and transparent,
and with a core sense of ethics and responsibility.
3. A willingness to collaborate extensively with a range of business, civil society, and
public-sector partners.
4. See themselves as advocates: they speak out and speak up for social justice and
sustainable development.
5. A comprehensive plan that minimizes negative impacts; maximizes positive impacts;
covers all aspects of the business and extends into the supply chain
The trend towards sustainability is only accelerating for businesses around the world. The
current crisis has not caused firms to backtrack or change focus. This underlines how
environmental sustainability is increasingly synonymous with business sustainability. Those
who claimed to be well prepared for recent uncertainty place greater emphasis on
sustainability. They also understand sustainability to be more wide-ranging than those who
were less prepared.
There is a near-unanimous commitment among business decision-makers to build back
better; almost everybody agrees that the need to reassess or review their operations would
allow them to rebuild their businesses on firmer environmental foundations. This underlines
how sustainability is a key component of future business strategy. Consumer-facing
industries such as textile, food, and drink industries place a particular emphasis on
sustainability.
Beyond supporting business resilience, the low-carbon transition is also creating growth
opportunities. Companies are responding to rising expectations among customers,
shareholders, and wider society. The data show businesses are feeling the greatest pressure
from customers, suggesting that sustainability credentials are an opportunity to win new
business rather than simply meet regulatory requirements. This is important because
consumers favor sustainable products and companies that share their values.
While external pressures weigh more heavily, businesses recognize the importance of
sustainability to their employees. Sustainability, therefore, goes beyond winning new business
to shaping the culture of an organization. Businesses are putting commitments into action
through their supply chain. Promoting sustainability is a key reason for change within supply
chains. Half of those businesses doing with motivated consumers as a key factor.

12. 10.10 SUSTAINABILITY INDICATORS
The specific issues related to establishing sustainability indicators in a company include
determining the organizational profitability, proper practice of corporate social responsibilities,
and adequate management For instance, the concept of sustainability entails the achievement
of growth and success ensuring that the systems and materials employed will not deplete
natural cycles. To establish sustainability indicators, every business must ensure it earns a
profit and in the long run experiences growth and expansion. Without a rise in the number of
sales it has, an organization stops existing. For it to ensure it sustains itself, the management
should ensure it maintains the rate at which it brings in profit. An organization can achieve
this by maintaining its clients, ensuring the image of the company is maintained and the
workers of the organization who deliver the services are well taken care of. Devoid of adhering
to these concepts an organization cannot survive. Without profits, the activities the
organization is doing to the environment like charity work remain irrelevant because it will not
exist.
For the business to achieve environmental sustainability, it should ensure it minimizes the
rate at which it contaminates the surroundings. This can be realized by depending largely on
the power that can be renewed. The organization should also put into consideration the
processes it takes to ensure a product is converted from the raw material into a useful
product. An organization should, for instance, offer recycling opportunities for its product.
Those who produce harmful materials after manufacturing products like medicine for instance
can devise a method in which the harmful products can be purified to be reused.
10.11 SUSTAINABILITY STRATEGIES IN BUSINESSES
There are two strong recommendations, which the company should practice to answer their
critics, including the following: improve their public image and increase their sales. Notably,
the recommendations are attributed to ethical behavior particularly to the company.
10.11.1 Improve Their Public Image
The pros of this strategy are that Company should have a strong, reliable, and responsible
public relations office, to receive ethical concerns arising from the customers, workers, and
business partners. Second, this body would coordinate all the ethical issues, raised inside or
outside the company, which are important for their sustainability. The con is that improving
the public image might not necessarily translate to the profitability of the organization.
10.11.2 Maintain its Ethical Position
The pros of this strategy are that since the company is considered as the ethical company
in the world and would like to maintain this position, their policies should promote ethical
behaviors, including honesty, integrity, and impartiality. Also, the work environment should
be non-discriminative in terms of policy application, meaning that the stakeholders should be
given the same treatment with dignity and respect. The con is that achieving a universal
ethical position may not be easy. The experience of case study organizations that have
adopted such strategies has been characterized by anxiety. Capitalism and crisis, for example,
are some of the systemic problems in the wider business environment that promotes
unsustainable business practices.
10.11.3 Impacts of State Capitalism

13. In business, state capitalism and market capitalism differ significantly. State capitalism is a
mode of production that is imposed by government rules and regulations of the country. On
the other hand, market capitalism is caused by market forces such as demand and supply,
international fiscal policies, and trends. In essence, market capitalism is more sustainable
than state capitalism. The reason is that market capitalism is flexible to changes in business
trends and can change to accommodate the state of the global economy.
10.12 ETHICAL DILEMMA
An ethical dilemma or ethical paradox is a decision making problem between two possible
moral imperatives, neither of which is unambiguously acceptable or preferable. The
complexity arises out of the situational conflict in which obeying would result in transgressing
another. Sometimes called ethical paradoxes in moral philosophy, ethical dilemmas may be
invoked to refute an ethical system or moral code, or to improve it to resolve the paradox.
An ethical dilemma is a problem in the decision-making process between two possible
options, neither of which is acceptable from an ethical perspective. Although we face many
ethical and moral problems in our lives, most of them come with relatively straightforward
solutions.
On the other hand, ethical dilemmas are extremely complicated challenges that cannot be
easily solved. Therefore, the ability to find the optimal solution in such situations is critical to
everyone. Every person may encounter an ethical dilemma in almost every aspect of their life,
including personal, social, and professional.
10.13 ETHICAL DILEMMAS IN BUSINESS
Ethical dilemmas are especially significant in professional life, as they frequently occur in
the workplace. Some companies and professional organizations adhere to their codes of
conduct and ethical standards. Violation of the standards may lead to disciplinary actions.
Almost every aspect of business can become a possible ground for ethical dilemmas. It may
include relationships with coworkers, management, clients, and business partners.
People’s inability to determine the optimal solution to such dilemmas in a professional
setting may result in serious consequences for businesses and organizations. The situation
may be common in companies that value results from the most. To solve ethical problems,
companies and organizations should develop strict ethical standards for their employees.
Every company demonstrates its concerns regarding the ethical norms within the
organization. Besides, companies provide ethical training for their employees. One of the ways
to learn from the past and also to enhance our ethical action in the future is to think about
the nature of ethical dilemmas that organizations and their members have faced.
Each of us faces a multitude of ethical decisions throughout our lifetime, even if they are
not readily apparent to us. Those decisions shape our sense of self, as well as others’ sense of
us. Some of our attention to ethics is misdirected. For example, that right or wrong ethical
dilemmas gain much of the public attention. On the one hand, we denounce persons who
have engaged in organizational misconduct. On the other hand, we praise the courage and
integrity of those persons who have engaged in the right action. The former is often shunned
while the latter is sometimes idolized. But, in the end, right or wrong dilemmas tend to be
fairly clear-cut and straightforward.
Although any number of right/right dilemmas is possible, notes that several are most
common: 1.Short-term goods versus long term goods 2. Truth versus loyalty 3. Individual
versus community 4. Justice versus mercy. Each of the preceding dilemmas poses the most

14. difficult challenge for us since they represent pairs of values, both of which we tend to accept.
For example, in organizational terms, should a boss show mercy to an employee who has
made a costly blunder, or should the employee be punished? When an employee finds out that
a significant downsizing is imminent and a friend will be fired, should he or she tell the friend
the truth or remain loyal to the company? When an employee conducts a safety study that
suggests a product is unsafe for public use, should the employee remain loyal to the company
by staying silent or inform the public? Should a company executive make a financial decision
that will benefit stockholders and employees in the short term but may have a negative impact
in the long term? We struggle with such ethical dilemmas because we are torn between two
values, both of which seem right, but we are forced to decide between them. In most cases, we
choose the action that is the nearest right the one that best fits our ethical perspective on the
world. Sometimes, however, it will be an unforeseen and highly creative course of action that
comes to light in the heat of the struggle for resolution. Ideally, though, the resolution is not
so much a compromise or middle ground position as it is a creative means to move beyond the
ethical dilemma by appreciating the tension between the two values.
10.14 SOLVING AN ETHICAL DILEMMA
The biggest challenge of an ethical dilemma is that it does not offer an obvious solution that
would comply with ethical norms. Throughout the history of humanity, people have faced
such dilemmas, and philosophers aimed and worked to find solutions to them. The following
approaches to solve an ethical dilemma were deduced: 1. Value theory approach: Choose the
alternative that offers the greater good or the lesser evil. 2.Find alternative solutions: in some
cases, the problem can be reconsidered, and new alternative solutions may arise. 3. Refute the
paradox (dilemma): The situation must be carefully analyzed. In some cases, the existence of
the dilemma can be logically refuted. Examples Some examples of ethical dilemma examples
include 1.Offering a client a worse product for your profit 2.Utilizing inside knowledge for your
profit 3.Taking credit for others’ work.
10.14.1 Guidelines for social media
Some professions, such as health care and the law, have a clear code of ethics that spell
out what a person should and should not do in certain situations. However, a great many
other professions don’t have guidelines to help someone navigate tricky situations. It’s then up
to each organization or even each person in some cases to decide how to handle ethical issues.
Whether you like it or not, social media is an important business marketing tool, and it’s likely
an integral part of employees’ lives. The evolving nature of social media means that it’s
becoming harder to distinguish between personal and professional in a social media setting.
To ward off any potential ethical issues, a small business owner should create a clear set of
social media policies for employees. Policies can cover both how and if workers can use any
social media programs while in the office, as well as what they are allowed to say about the
workplace on public-facing social media pages.
10.14.2 Technology and Privacy Concerns
Today’s technology security abilities mean that employers easily monitor their workers’ use
of technology, such as emails and website history. However, a business owner might run into
the ethical issue of how much privacy an employee can expect when on a company device,
whether computer, tablet, or phone. As with social media usage, employees should have a
clear understanding of how much, if any, the privacy they have when using a company-owned

15. device. They should be alerted if the company leadership plans to read email or if their
internet usage will be tracked. Some businesses require both leadership and employees to
travel on the company money. Ethical issues can result when someone takes advantage of
travel policies. It is stated in that employee manual that it’s not allowed or using a personal
credit card to book trips to gain the rewards and pocketing the cash given to you by the
company. While these actions aren’t illegal, they can be considered ethical issues if someone’s
boss isn’t aware of what is going on or if the employee knows the action would be frowned
upon.
10.14.3 Perils of Employee Favoritism
While it’s reasonable for the owner of an organization to have employees that they enjoy
working with more than others, there can be ethical issues if the person in a position of
leadership shows favoritism to an employee without any merit behind it. Giving in to playing
favorites can cause a business to lose valuable employees.
10.14.4 Bad Leadership Behavior
Sometimes, it’s not the employee who exhibits unethical behavior, but the owner or head of
the company. Putting rules in place for employees but not following them yourself is an
example of an ethical issue in the workplace. To keep your employees motivated and satisfied
with their workplace, a leader should practice what he preaches and keep his behavior ethical.
Anyway, here are some types of dilemmas, ordered roughly from least to most favorite.
10.15 TYPES OF DILEMMAS
Dilemmas take many forms, but some are common we can name them because they arise
so often and in so many different situations and settings. Four types of dilemmas, in
particular, are that most people have probably experienced at some time in their personal or
professional lives. Everyone has found himself confronted with a moral dilemma at some time
in his life. In these scenarios, no clear cut solution exists because every course of action will
result in some level of harm to someone. The ability to make these decisions and live with the
consequences may be the toughest test of character that a person can face.
10.15.1 Making Sacrifices for the Greatest Good
The obligation to make sacrifices for the greater good creates a type of moral dilemma often
dealt with in philosophy classes. One example might be the question of when, if ever, it is
permissible to harm civilians during wartime. An ethical dilemma arises when bombing a
weapons factory will kill non-military workers and nearby civilians; however, failing to halt
weapons production could threaten the lives of civilians elsewhere. Does this make it morally
permissible or even obligatory to bomb the weapons factory? Does the number of lives saved
by halting weapons production morally outweigh the number of civilians lost in the bombing
raid? The question comes down to if and under which conditions an otherwise innocent
person should have to suffer for the good of others.
10.15.2 Values and Consequences
The tension between moral values or maxims and the consequences of not abiding by them
can precipitate tricky ethical dilemmas. One example deals with whether or not a person is
always better off telling the truth. Does this still hold up when a ravaging ax murderer asks
you where your friends are hiding? Of course, for most, this doesn’t present any kind of
dilemma at all. However, if the example is modified, would someone be obligated to tell the

16. truth about some political issue if she knew it would cause a backlash? Is there a moral
obligation to pass along credible information to friends that their spouse had an affair while
they were away on business?
10.15.3 Paternalism, Liberty and Offense
One of the most important types of moral dilemmas in terms of politics and law involves the
tensions between paternalism and liberty; that is, to what extent, if ever, people should be
prevented from doing what they want if they would be the only direct victims or if their actions
could only cause offense to others without any actual harm. Examples include whether public
nudity should be allowed, if people should be permitted to take part in very dangerous
extreme sports or if they should be permitted to sell parts of their body for medical uses even
when it will have a detrimental effect on them. In each case, the question is to what extent
people in authority should interfere with other people’s personal choices to prevent them from
harming themselves or offending others.
10.15.4 Moral Relativism
A special type of moral, perhaps meta moral, a dilemma arises when the question of
cultural relativism is confronted. Practices that appear barbaric or immoral to one culture
may seem perfectly ordinary to another and attempts to change them from outside of the
culture resisted. For example, some cultures may prohibit eating certain types of meat, or
meat may be prohibited altogether. Many Americans would be repulsed at the thought of
eating kittens but are quite happy to eat beef, which is equally repellent to many Hindus.
Another example is the continued practice of female genital cutting in a few countries even
though it is illegal in most parts of the world.
Philosophers and theologians have developed several different ethical theories over the
centuries, including consequentialism, deontology, divine command ethics, and virtue ethics.
People use ethical theories every day to make decisions about right and wrong, usually
without knowing the name of the ethical theory they’re using. Situations come up in which it
can be hard to make a good decision because every ethical theory has both strong points and
weak points.
An absolute or pure ethical dilemma only occurs when two or more ethical standards apply
to a situation but are in conflict with each other. For example, a social worker in a rural
community with limited mental health care services is consulted on a client with agoraphobia,
an anxiety disorder involving fear of open and public spaces. Although this problem is outside
of the clinician’s general competence, the limited options for treatment. This would likely
mean the client might not receive any services if the clinician declined based on a lack of
competence. Denying to see the patient then would be potentially in conflict with our
commitment to promote the well-being of clients. This is a pure ethical dilemma because two
ethical standards conflict. It can be resolved by looking at the Ethical Standard which states
that social workers should only accept employment (or in this case, a client) based on existing
competence or with “the intention to acquire the necessary competence.” The social worker
can accept the case, discussing the present limits of her expertise with the client and following
through on her obligation to seek training or supervision in this area.
However, some complicated situations require a decision but may also involve conflicts
between values, laws, and policies. Although these are not absolute ethical dilemmas, we can
think of them as approximate dilemmas. For example, an approximate dilemma occurs when
a social worker is legally obligated to make a report of child or domestic abuse and has
concerns about the release of information. The social worker may experience tension between

17. the legal requirement to report and the desire to respect confidentiality. However, because the
Code of Ethics acknowledges our obligation to follow legal requirements and to intervene to
protect the vulnerable, technically, there is no absolute ethical dilemma present. However, the
social worker experiences this as a dilemma of some kind and needs to reach some kind of
resolution. Breaking the situation down and identifying the ethics, morals, values, legal
issues, and policies involved as well as distinguishing between personal and professional
dimensions can help with the decision-making process in approximate dilemmas.
10.16 SUMMARY
This Staffing plan and its tents have been discussed. The rights of the employees in the
workplace and the ways to protect them are elucidated. Furthermore, sustainability, ethical
dilemmas in the workplace, its impact on businesses is discussed in great detail.
10.17 KEYWORDS
• Staffing plan: A staffing plan is a strategic planning process by which a company
assesses and identifies the personnel needs of the organization.
• Human rights: Human rights are the basic rights and freedoms that belong to every
person in the world.
• Moral Relativism: It is a special type of moral, perhaps meta moral, a dilemma arises
when the question of cultural relativism is confronted.
• Paternalism: It is the policy or practices on the part of people in authority restricting
the freedom and responsibilities of those subordinate to or otherwise dependent on
them in their supposed interest.