Essays on Employing and Managing Culture and Diversity Case Study

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The paper "Employing and Managing Culture and Diversity" is a wonderful example of a case study on business. One of the most important factors in any business entity is the ability to put ethics before profits. A business that prioritizes profit maximization at the expense of adequately compensating the factors of production will always suffer financial losses in the long run (Robbins et al. , 2015). The most important and the most sensitive of the factors of production is labor. Employees are the people that make things happen within any organization and therefore need to be compensated justifiably for their efforts and time.

Some organizations do not have this plight in mind and are accused of subjecting the employees in harsh working conditions with very unfair wages. Some in addition exploit intern students as a form of cheap labor to minimize their cost. All these are unethical and unfair business practices in the corporate world. This paper aims at looking at ethical and management issues at the unfair treatment of employees in Seven eleven Company as well as employee treatment in India and China.

The paper will also include the recommendations on the future of human resource management practices as far as diversity and culture are concerned. The ethical issues raised by all three case studies The three case studies point to Seven Eleven as a company struggling to cope with pressure over their blatant abuse of employee rights. It is clear that despite the regulatory agencies in place, the evidence is emerging that franchises and their independently run franchisee are clearly flouting the rules. The question lingering in the mind of many people is why franchises are not sensitive to unfair workplace practices.

Part of the problem and obviously the solution to this exploitative tendencies, lie with the company that owns the brand name and holds the topmost position in the structure of the franchise in Australia (Ferguson and Toft 2015). This is because, in the commercial agreement between the franchisee and the head franchisor, the principal party sets the prices for their products and services, the buying price of the stock, and the number of hours for operation by the stores.

References

Ferguson, A and Toft, K 30th Sept., 2015, ‘7-Eleven: The price of convenience’. Retrieved from http://www.abc.net.au/4corners/stories/2015/08/30/4301164.htm

Fraser, M 19th Feb 2016, 7-Eleven wage scandal update: Head office, franchisees, backpay claims etc,. Retrieved from http://thearbitrator.co/post/671cdfee-05b4-49d1-a33d-0aba92367155

Rhodes, C 2015. 7-Eleven, Volkswagen cases show why we should push back on ‘corporate ethics’. Retrieved from http://theconversation.com/7-eleven-volkswagen-cases-show-why-we-should-push-back-on-corporate-ethics-48739

Robbins, S, Bergman, R, Stagg, I & Coulter M 2015, Management 7, 7th edn, Pearson Australia.

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