More than four decades after the Equal Pay Act 1970 was introduced, the gender pay gap in Britain is still £5732, or 24 per cent (Allen, 2016b). Is this right? Is the payment of at least a minimum wage a human right? Although there is nothing illegal about outsourcing labour, should managers or society be concerned if that outsourced work takes place in an unhealthy and unsafe worksite or is undertaken by workers paid a fraction of the wage rate paid to workers in developed countries? What should we do if we see one of our co-workers harassing another employee, mentally, sexually or physically? Do we ‘turn the other cheek’ because we may worry that we’ll be labelled a troublemaker? It is easy to see how the ‘unwritten’ rules we have been taught affect the decisions we make as individuals. For example, social mores compel us to tell the truth rather than lie to our friends. But what guides decision-making by managers? Organizations are compelled to make decisions within the framework of a business model, but consumers, governments and civil society are now increasingly placing corporate decision-making in the moral spotlight. This chapter focuses on the belief that managers’ behaviour is not above being the subject of standards of right and wrong. Shareholders, business owners, managers, employees and consumers of products and services are affected by the ethical conduct of businesses on a daily basis.
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