An Ethical Dilemma

First off, I want to express my gratitude for your team’s progress despite Kim Evans’ difficult situation. To begin with, we must acknowledge and value Kim’s special qualities, as well as her dedication to her profession, which includes meeting deadlines and performing better than her colleagues. Moving KIM to the marketing division won’t be acceptable in my opinion because it might not be able to address the issue of bad mood-picking. Shifting Kim can make things worse because she might spread her bad vibes to both current and potential consumers. Instead, I suggest the course of action listed below. Actions must be taken immediately to help in controlling her emotions to avoid emotion contagion which might influence the rest of the employee negatively. The cause of Kim workplace deviance behavior may be lack job satisfaction and motivation to work considering the issues she has been heard complaining about such as the workloads, job vacation, cafeteria time, and the weather. First the issues she raises can be addressed and be made favorable as a way of boosting her morale and job satisfaction. Also, there could be a consideration of implementation of affirmative organization policies regarding employee motivation, open door policy, and decentralization to motivate employees and make them feel part of the organization and be free to air their concern (Krishnakumar, & Rymph, 2012). The development might be a useful catalyst for increasing changing the negative attitude of Kim and trigger him to motivate him to change his workplace deviance behavior.

The next step I would propose is a one on one review of the employee handbook and company values with Kim, more particularly the section on employee conduct, employee ethical behavior and continuance commitment to the organization. It is brilliant step that may help control her personality, improve her cognitive moral development, and also help her to remain commitment towards maintaining a good relationship with the rest of the team and observing the moral value of respect for oneself and others. I would further recommend development of support system by assigning a mentor to KIM that is somebody she respects and relates well with to provide her with emotional intelligence which may prevent her from becoming overly sentimental. It can be explained that her moody nitpicker which is full of negativity is mostly triggered by her emotions and her inability to control them. Social learning theory states that, people best learn through others through mentorship and role models (Vijayalakshmi, & Bhattacharyya, 2012). The mentorship will improve her cognitive moral development.

I further suggest an-on job training for all employees in your department which should mainly focus on instilling instrumental and terminal values on all workers in general, also to educate them about professional ethics and behavior they should always seek and observe and maintain. The training will mainly be directed at fostering behavior change and attitude of Kim as she may be lacking the right ethical, emotional, and behavioral knowledge and guidance. The above actions will be effective in achieving a positive behavior for Kim as her emotions, moods, and overall dispositions likely to negatively impact the department performance creativity, teamwork, turnover, decision making, leadership, and negotiations (Hsiung, 2012). Affect matters in the workplace as it influences the workplace. Kim needs to be informed that his emotions and altitude is affecting the working environment of others and she is required to change positively.

References

Hsiung, H. (2012). Authentic Leadership and Employee Voice Behavior: A Multi-Level

Psychological Process. Journal of Business Ethics, 107(3), 349-361.

Krishnakumar, S., & Rymph, D. (2012). Uncomfortable Ethical Decisions: The Role of Negative

Emotions and Emotional Intelligence in Ethical Decision-Making. Journal of Managerial Issues, 24(3), 321-344. 

Vijayalakshmi, V., & Bhattacharyya, S. (2012). Emotional Contagion and its Relevance to

Individual Behavior and Organizational Processes: A Position Paper. Journal of Business and Psychology, 27(3), 363-374.