You work in the IT department of a large corporation. At the last performance review, you were asked about your goals and objective for the coming year. You stated you wanted to become a Microsoft Certified Systems Engineer (MCSE). You didn't get the pay raise you felt you deserved, but you are going to attend MCSE training in two weeks.
However, you had polished up your resume and applied for other jobs. You had a feeling this company was doing too much cost-cutting. You received an attractive job offer for more money at a great organization. It fulfills all your career goals. Your potential new boss commented that it was a shame you didn't have your MCSE certification because that would qualify you for a higher pay grade. The new company doesn't have the training budget to give you this course for another two years.
If you tell the interviewer that you will complete the MCSE training prior to starting the new position, then you will take the course while you are still at your existing company. Upon completion you will give your two weeks' notice. Should you wait two years to get the training and grade promotion or get the training at your existing job?
There are four basic principles of ethical behaviour and decision- making which are being discussed below in context with the case study.
This theory defines ‘good’ as "What we agree is good" or rules that we ought to follow. Equality and fairness are natural rights that are more fundamental than legal rights of government. I know that I have worked hard and deserved a good pay raise probably like others. I would definitely want to discuss this issue with my senior or my manager. I have an obligation to provide myself with whatever I am owed or whatever I deserve. This standard is identified with an activity or choice taking a stab at equivalent constructive effect on all people and partners included. Since I am obligated to work for the benefit of the company, then the company is also under the obligation to treat me fairly.
Utilitarian standard alludes to an activity or a choice that has the biggest constructive effect on the biggest level of the network or on dynamic partners, the general population who have an intrigue or concern in a specific zone. If means justify the end, then in that case, I believe it is better for me to "wait two years to get the training in the new company and after that the required grade promotion. The reason behind doing so is that this job is going to lay a path for my career ahead. I will get hands on training during this job which is going to help me better in the future. Then, after two years in the company, I get to do the MCSE training and then further enhance my expertise and experience by taking up better jobs".
The goal of following the utilitarian principle is to execute an activity or choice that will be useful for business, yet in addition have a positive progressively outstretching influence to the network on the loose.
The general thought is that you shouldn't follow up on intentions you wouldn't have any desire to be all inclusive law. Or, to state it in the positive: You should act as if you know others will do what you do. Getting a MCSE training is in my best interest as of now, so I believe that I would stay with my current company even with the less pay raise. This also happens to be in my interest as, even after two years, I ultimately have to take the training. Out of the two options, I think I will take up training in my present company.
One needs to embrace to ethical propensities which implies being dependably righteous, in light of the fact that that is how you ARE. You don't need to consider whether to be completely forthright, you simply are. You carry on with your life attempting to pursue the ethical way. I believe that I should be honest with the interviewer that I will complete the MCSE training prior to starting the new position, by taking the course at my existing company. I think it is right to discuss this situation with the interviewer despite the consequences. One may never know it might produce good results after all. The focus here is not on what you DO, but who you ARE.
These four fundamental Principles form the foundation for ethical action and decision making. Sometimes what matters is what you do and sometimes what matters is what the consequences are. The issue is that these Principles don't propose one game-plan as the 'best' conceivable one. Depending on a situation, a person may base their decision on either of the four.