Documente Academic
Documente Profesional
Documente Cultură
Fair Practice
Managerial Communications
October 5, 2010
Land’s End 2
Abstract
Conduct. A code policy which calls for fair and just business practices consistent with the
university’s Jesuit tradition and mission of social responsibility. The primary facility in question
was Land’s End factory in Primo, El Salvador. Over a number of years Land’s End work
integrity and compliance of worker codes have been question. In 2004 Lands’ End was cited by
Daniel Porterfield the vice president of public affairs and strategic development at Georgetown
University Georgetown declared the company’s failure to uphold the code and to “recognize and
2004) Land’s End efforts are to ensure that worker discrimination does not occur at their El
Salvador factory in question and to ensure that all other factories which supply Lands’ End
The company has come a long way from 1963 were they sold racing sailboat equipment
as well as duffle bags, rain gear, and other various pieces of clothing’s from a basement in
Chicago, Illinois. When they founder their business it was just a couple of guys now the
company has grown worldwide with over 4,900 employees and over 290 stores (Casper, 2010).
With the growth of a company there is a growth and development process within management,
employees and overall company ethics. As with any management practice, the most important
outcome is behaviors preferred by this company. The best of ethical values and intentions are
relatively meaningless unless they generate fair and just behaviors in the workplace. In a letter
dated January 22, 2004 Lands’ End received notice from the vice president for public affairs and
suspend its contract with Lands’ End. (Aryanpur, A., 2004) When a potential employee was
denied a job in El Salvador Land’s End supplier and complained he was black listed.
Land’s End is a wide geographical located company with multi-cultural classes regarding
their employees. This in itself leads to several problems within a company in balancing worker
personalities, environment and hiring practices. The root of managing and controlling favorable
conditions begins with adequately trained mangers. Experienced managers can realize use of the
deliverable standards of management practices with hiring, planning, organizing and motivating
these are only a partial representations of a well developed company. This is why a company will
need to generate lists of ethical values, or codes of ethics, must also generate hiring policies,
Land’s End 4
Step 2: Determining the Root Problem & Step 3: Identifying the Problem Components
After reviewing aspects of this case there are two basic problems. The first is that there
are certain procedures in place for employers to follow if they decided to hire individuals for
potential employment. These are produces are based upon quality decisions by including diverse
interests and perspectives, and increases the credibility of the decision process and outcome by
reducing suspicion of unfair bias. The second is having managers trained in such practices as
codes of ethics and codes of conduct. The training develops sensitized employees to ethical
considerations and minimizes the chances of unethical behavior occurring in the first place.
There are several possibilities that come to mind that could have prevented this situation.
First, it is vital that the company’s employees feel a sense of participation and ownership in the
program if they are to adhere to its ethical values. Therefore, we want the best intentions and
growth for our company. Secondly, organize a committee that would oversee hiring practices,
and the ethical process of equal opportunity employment. Third, appoint one or two key people
within the job qualification/duties to interview, evaluate and give feedback on the potential
employee.
The first two of the above alternatives would have prevented this situation from
happening. In the presence of proper training practices and ethical hiring methods there would be
Land’s End 5
less potential failure of the code of conduct. Following these rules, the interviewers would have
respect, fairness and honesty. Identify the behaviors are needed to resolve these issues. Identify
which values would generate those preferred behaviors. There may be values included here that
some people would not deem as moral or ethical values, such as requesting race, religion or
marital status, these practical values may add more relevance and utility to a code of ethics. The
last alternative would add a sense of involvement of the current workforce and a different
The most effective implementation that would avoid future problem, as well make a fair
and unbiased work environment would be to reorganize the hiring practices. This ensures the
company is not (or is not near) breaking any of code of conduct guidelines. Identify these issues
and implementing new procedures as well identify which behaviors would generate the most
preferred outcomes.
These new procedures should include the entire workplace in regards to the developing
change in personnel hiring policies, reflecting on what are ethical values the company would like
to promote within their organization's and then include these policies in standard protocols.
1. Orient new employees to the organization's ethics program during new-employee orientation.
4. Involving staff in review of policies (ethics and personnel policies) is strong ethics training.
Depending on the size of the organization, certain roles may prove useful in managing
ethics in the workplace. These can be full-time roles or part-time functions assumed by someone
already in the organization. Small organizations certainly will not have the resources to
implement each the following roles using different people in the organization. However, the
following functions points out responsibilities that should be included somewhere in the
organization. Land’s End is a large worldwide company and needing to be well versed in Code
of Conduct procedures.
Conclusion
In conclusion, the conflict in this case could have been easily avoided if Land’s End
followed the Code of Conduct in the work place. The starting point in any conscious attempt at
rational decision making must be the recognition that a problem exists. While effective meetings
are essential to getting work done, most meetings leave us still looking for a decision.
Establishing a committee which to regulate fairness and unbiased hiring conduct and
procedures. This should facilitate in decision making, assist others in taking responsibility, and
contribute to building team effort within the company. The committee begins with defining the
problem. Identifying the problem is very crucial. It is important to not define a future problems
References
Hattersley, M., & McJannet, L. (2008). Management Communication: Principles and Practice
(3rd ed.). New York, NY: McGraw-Hill/Irwin Company.
Aryanpur, A. (2004) Land’s End Loses Contract. Retrieved from
http://www.thehoya.com/news/lands-end-loses-contract/
Howard, R. & Korver, C., (2008). Choose Action: Systematic Ethical Decision Making.
Retrieved on October 3, 2010 from http://hbr.org/product/choose-action-systematic-
ethical-decision-making/an/7799BC-PDF-ENG?Ntt=alternatives%2520to%2520
ethical%2520%issues%2520