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Answered Same DayOct 27, 2021Macquarie University


Preeti answered on Nov 01 2021
59 Votes
Question 3: Employee safety and risk management
The underlying assignment is based on assessing Facebook’s adequacy of keeping workers safe and secure at work. As per recently reported news, numerous Facebook employees come forward in line to speak and present their views about working at the firm, and, policies prevailing there. There are several Facebook employees who witnessed the event and presented views regarding negative working conditions and sexual harassment faced by them. The confronting episode with Facebook’s employees witnessed that they feel high pressure in working at the firm, above all else in their personal lives. Starting from manager’s orders, lack of cordiality with colleagues, threatening culture and many more, all has contributed to company’s well publicised wave of scandals.
Ethical and risk management issues involvement in how Facebook employs and manages workers
Over the last two years, Facebook’s spread of misinformation and misuse of private user data spoiled its image and reputation in the industry. It has caught in severe problems on account of these scandals. Facebook’s reputation as one of the best places and employer to work also fell down in the past years. Some ethical and risk factors prevailing at Facebook’s working culture are:
‘Authentic self’: Former employees at Facebook described company’s culture at top-down approach where major decisions and action plans are formulated and implemented by company’s top leaders and managers. Employees are discouraged in this process where they are not allowed to speak up freely and participate in strategic decisions. They are discouraged from ‘voicing dissent’ means not allowed to interact and converse with top leaders. Whenever any employee participates or raises his voice in the strategic matters, he immediately receives angry calls from his superiors (Hopkin, 2012). That kind of environment never encourages employees, and, establishes culture promoting ‘authentic self’. In case of scale and larger operations, it is not possible and affordable for employees to speak and raise their voice. They have to follow instructions and guidance from the leader, this practice is very much implied and employees abide with the norm of trusting their leaders, following orders, and, avoiding indulging in hard conversations. In light of this, Facebook’s culture is described as a ‘a bu
le’ where employees are dissuaded from giving necessary feedback and inputs to their managers (Juli, 2010).
Psychological scars: Working at Facebook also leaves and created strong psychological scars on company’s employees. A group of cu
ent and former employees who worked for several years at the social media giant reported the fact they are being ground down by the large volume of the work, graphic violence, nudity and bullying led them to work for long nights and weekends at ‘practically minimum pay’. Also, leaders never show proper psychological support to employees when they show or demonstrate real problems or issues. Employees are forced to move outside the company and finding proper psychologists as their colleagues and leaders never help them in this process (Kasper, 2014).
Ethical arguments for and against employers having an obligation to keep workers safe at work
The relationship between employer and employee should not be purely understood in economic terms. Rather, it is based on mutual dependency having great impact on both employer as well as employee. This significant human relationship is laden with several moral and ethical responsibilities. Though there is always pressure of self-interest on the part of each entity acting as highly powerful and compelling tool, yet employer should guide their choice and decision by basic ethical principles and norms including honesty, trust, care and respect for each other (Knapp Pmp and Knapp, 2010).
Employers hold a strong moral obligation for considering and looking out overall welfare and betterment of employees. In this context, leaders at...

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