Moral Judgements And Moral Values Essay - 1372 Words

Objective moral values obtain the idea that a certain system of ethics or even a set of moral judgements is not just true according to a person’s subjective opinion, but proves factually true. They are qualities like love or kindness which are morally good independent of the belief of human beings. The other side of the equation refers to subjective moral values which means that values are whatever we as humans choose to pursue and whatever we desire. Now, whether morality is an objective property of the universe, or rather the subjective opinion of humans, is in fact one of the longest running issues in the world of philosophy. This ongoing debate continue for the sole reason that it is hampered by a lack of clarity on what objective and subjective moralities actually are. Objective morality is the stance that something can be discerned to be a morally wrong thing through the reasoning about facts about the world, rather than through the reference to human opinion. For exampl e, believers of this theory would argue that the statement â€Å"Adultery is wrong† can be objectively true as â€Å"1 + 2 = 3†. Most of the time in these situations, the alleged source is God; arguably, there is no objective source of morality that has ever been confirmed. These moral principles that claim to be â€Å"objective† usually coincide very much so with what the individual will feel to be subjectively true. Another example will include the question of whether the mind exists. This is more readily andShow MoreRelatedThe Moral Value Of Moral Values1001 Words   |  5 PagesThe claim that moral values cannot be derived from facts is grounded in the idea that facts are descriptive and informative, whereas value propositions are prescriptive and imply that we ought to carry out certain action or act in a particular way. In essence, while facts give us information about the world itself, values tell us how we should act. It is accepted that facts are cognitive and are therefore know to be true or false. However, non-cognitivists support the idea that moral truths cannotRead MoreAnalysis Of Inventing Right And Wrong 909 Words   |  4 PagesValues in Meta-ethics In John Ludwig Mackie’s book Inventing Right and Wrong, he claims that â€Å"in making moral judgments we are pointing to something objectively prescriptive, but that these judgments are all false†. By saying this, he supports his main point that there are no objective values. However, John McDowell will be against Mackie’s argument, because he suggests that moral values are secondary qualities which can be objective. I hold the same viewpoint as McDowell’s. In this essay, I willRead MoreEthical, Moral And Moral Theory942 Words   |  4 Pagesreferred to by the title of our text helps to examine the various aspects of our own ethical moral theory. Ethical moral theory dominates our lives on a daily basis. Determining actions we consider being right or wrong depending on the availability of the situation. But, as situations vary, so does the reasoning behind activities. Although each individual has his/her own mindset and beliefs, the ethical moral standar ds which create the baseline of our own morality, differs with our individual teachingsRead MoreThe Psychology Of Public Support For Punishing Rule Essay1400 Words   |  6 Pagesnature of public support for punishing those who break social rules 3 basic sources of support 1. Crime-related concerns 2. Concerns about social conditions 3. Concerns about social values 2 views of the nature of public support 1. The instrumental judgement that the world is dangerous 2. The relational judgement that the world lacks social cohesion California’s â€Å"three strikes† initiative which mandates life in prison for anyone convicted of three felonies From the public sentiment perspectiveRead MoreEliot s Argument For Moral Judgement870 Words   |  4 Pageswithin its context. Right before the quoted passage, Eliot writes, â€Å"if were agreed as to what we meant by wisdom, by the good life for the individual and for society, we should apply moral judgements to poetry as confidently as did Johnson† (Eliot 212). It seems Eliot implies that Johnson is confident about his moral judgement because there is a consensus in society on what is right and what is wrong. Consequently, when Johnson reads a text, it is relatively easy for him to judge the morality of this workRead MoreThe Ethics And Human Sciences1364 Words   |  6 Pagesour decision making. Ethics ties in the assumption that one has moral knowledge. This thought is produced to support the notion that one’s moralistic values directly influence the knowledge or perception on knowledge. Moral obligation is thought to require some form of action, again bringing in the notion that one’s moral belief system plays a huge part in the shaping of their conclusions. A conclusion can be defined by a judgement or decision reached by reasoning, bringing in the thought that thisRead MoreThe Association Between Disgust And The Moral Foundations Of Making Moral Judgements1617 Words   |  7 Pages The Association between Disgust Propensity and the Moral Foundations in making Moral Judgements. Jack W. Hill-Rennie The University of Melbourne Student Number: 766488 Subject: Personality and Social Psychology 20009 Tutorial Time: Friday 11am-1pm Word Count: 2131â€Æ' Abstract The emotion disgust is an omnipresent feeling that dwells inside every person. Previous studies have shown that there are relationships between disgust and the moral domains outlined in (Graham, Nosek, Haidt, Iyer, KolevaRead MoreRichard Hare s Moral Judgement1686 Words   |  7 Pagesutilitarianism from moral judgement aspects such as prescriptivity and universalizability using various different example(s) to explain and create understanding, and finally the essay will be concluded as to how Richard Hare derived preference utilitarianism. Richard Hare somewhat supported ‘emotivism’- meaning one’s moral actions is prompted by attitudes. (Satris, 1982). According to Ayer’s theory of emotivism, the meaning of moral statements is not important, but rather what moral language actuallyRead MoreQuestions On Personal Morals And Ethics956 Words   |  4 PagesSticking to Personal Morals in Business In today’s business world, the issue of personal morals and ethics has been a much researched and debated topic. This is particularly true in light of the many financial scandals of the past few years. Therefore, one must decide, when faced with a moral decision, if she will remain true to her engrained morals or waver to reap special benefits in the long run. Personally, adhering to established morals and ethics is the basis of my entire being and professionalRead MoreNormative Ethics And Ethical Ethics1586 Words   |  7 Pagesphilosophy about the nature of moral claims, moral judgements and moral disagreements made by the normative ethics. Many theologians believe that religion is the only basis for morality. The Divine Command Theory is a view that an action, behaviour, choice is morally good or right because it is commanded by God and something is morally bad or wrong if God forbids it (Alston 1990). This view poses some questions for theologians and non-theologians e .g. if all or some moral facts are determined by the

Essay on Lawsuits Against Big Tobacco Justified or Not

Abstract Since the first major lawsuit settled against tobacco companies in 1998, there has been much controversy over whether or not these lawsuits are justified. On the pro side of the argument there is much evidence to support that the tobacco industries have long known about the dangers of cigarette smoking. Furthermore that this knowledge warrants the need for compensation. In addition the industry has concealed this knowledge from the public. On the con side of the argument evidence shows that these lawsuits have been based on false claims primarily in regard to health care costs for smokers. Furthermore, the regulations set by the settlement of the 1998 multistate lawsuit have established a legal president which allows individuals†¦show more content†¦The money spent by the government for Medicaid, in my opinion, has already been paid for. The real victims would be those who have had the illnesses or who have died as a direct result of smoking. However, only if those victims b egan smoking before the effects were brought to the publics attention. For both the pro and con sides these facts are presented in order to support each papers opinions. One opinion of the pro side is that the market of cigarettes is a market for disease and death. At one point the paper states, Outrage at an industry that has made billions selling sickness and death the paper enforces this opinion later by saying, For decades, Big Tobacco has made a profit by selling the instruments of disease and death. Another opinion is that tobacco industries are the only companies that manufacture a product which causes serious illness and kills. The pro side quotes Edward L. Kaven, author of Smoking: The Story Behind the Maze as saying, the only industry which produces a consumer product that is likely to kill and render human beings seriously ill when used as intended. I believe that these opinions are exaggerated ones. First of all, the tobacco companies are not the only companies that sell a product that is unhealthy and even has devastating affects on people.Show MoreRelatedCosmetic Testing with Animals is Cruel Essay1302 Words   |  6 PagesAnimals    Each year, thousands of animals are brutally tortured in laboratories, in the name of cosmetic research. A movement to ban animal testing for cosmetic purposes has been gaining popularity, with many companies hopping on the bandwagon against this research. New alternatives have been developed to eliminate the necessity to test on animals. This is only a small beginning of what is necessary to end these immoral acts. Animal testing in cosmetics is useless and cruel, and can be accomplishedRead MoreThe Food Industry and Self-Regulation: Standards to Promote Success and to Avoid Public Health Failures7346 Words   |  30 Pageshas made highly visible pledges to curtail children’s food marketing, sell fewer unhealthy products in schools, and label foods in responsible ways. Ceding regulation to industry carries opportunities but is highly risky. In some industries (e.g., tobacco), self-regulation has been an abject failure, but in others (e.g., forestry and marine ï ¬ sheries) , it has been more successful. We examined food industry self-regulation in the context of other self-regulatory successes and failures and deï ¬ ned 8 standardsRead MoreBusiness Ethics9512 Words   |  39 Pagesengaged in a sexual act.† Courtesy: BBC NEWS (http://news.bbc.co.uk/2/hi/south_asia/4105753.stm). 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Disney management’s conviction that it knew be st was demonstratedRead MoreAuditors Independence Case Study14460 Words   |  58 Pagesaside, we suggest that the majority of professionals are unaware of the gradual accumulation of pressures on them to slant their conclusions—a process we characterize as moral seduction. Most professionals feel that their professional decisions are justified and that concerns about conflicts of interest are overblown by ignorant or demagogic outsiders who malign them unfairly. Given what we now know generally about motivated reasoning and self-serving biases in human cognition (Kunda, 1990), and specificallyRead MoreMarketing Mistakes and Successes175322 Words   |  702 Pagesreality, and lead to lively class discussions, and even debates. In the gentle environment of the classroom, students can hone their analytical skills and also their persuasive skills—not selling products but selling their ideas—and defend them against critical scrutiny. This is great practice for the arena of business to come. NEW TO THIS EDITION In contrast to the early editions, which examined only notable mistakes, and based on your favorable comments about recent editions, I have againRead MoreFinancial Statements and Corporate Managers33896 Words   |  136 Pagesaccrual reversal. For example, aggressive capitalization of software RD expenditures may boost current period earnings but it will 18 lower future periods’ net profit when the capitalized costs have to be subsequently writtenoff. Investors’ Lawsuit. If a company disclosed false or misleading financial information and investors incurred a loss by relying on that information, the company may have to pay legal penalties. Labor Market Discipline. The labor market for managers is likely to penalizeRead MoreHealthcare Essay18323 Words   |  74 Pagesrecently seen with the passage of the Patient Protection and Affordable Care Act (ACA) of 2010, which promises to reduce the number of uninsured by 32 million (Henry J. Kaiser Family Foundation 2011). Cultural beliefs and values are strong forces against attempts to initiate fundamental changes in the financing and 26501_CH03_FINAL.indd 82 delivery of health care. Therefore, enactment of major health system reforms requires consensus among Americans on basic values and ethics (Kardos and Allen 1993)Read MoreThe Business Case for Corporate Social Responsibility: a Review of Concepts, Research and Practice15551 Words   |  63 Pagesbusiness case, the paper ï ¬ rst provides some historical background and perspective. In addition, it provides a brief discussion of the evolving understandings of CSR and some of the long-established, traditional arguments that have been made both for and against the idea of business assuming any responsibility to society beyond proï ¬ t-seeking and maximizing its own ï ¬ nancial wellbeing. Finally, the paper addresses the business case in more detail. The goal is to describe and summarize what the business caseRead Morepaul hoang answers72561 Words   |  291 Pageslimited companies. For example: †¢ Private limited companies cannot raise share capital from the general public since these are only sold to personal family members and friends. This clearly limits the finance that Mars is able to raise to compete against rivals such as Nestle and Cadbury’s. †¢ However, this fact also means that the directors (members of the Mars family) can maintain overall control of the business. For this reason, many private companies are run as family businesses and without

Dickens Views on Victorian Englands Class System

Great Expectations, a novel written by Charles Dickens during the Victorian era. This novel was set in early Victorian England at a time when great social changes were taking place. During the late eighteenth and nineteenth century, the Industrial Revolution had transformed the social landscape, allowing industrialists and manufacturers to accumulate huge fortunes that would otherwise have been inaccessible. Aside from the political and economic change which occurred, a profound social change took place. The populace seeking to better their lives, sought after employment in newly-formed industries. During this era, the society was categorized into three classes: upper, middle, and lower class and this system was the called the social class†¦show more content†¦His feelings about Joes arrival were: Not with pleasure... I had the sharpest sensitiveness as to his being seen by Drummle. (Dickens 203) He was afraid that Drummle will look down on him because of Joes lower class. N ot only does Pip treat Joe differently, Joe also treats Pip differently because of their difference in social class. He begins to call Pip sir which bothered him because sir was the title given to people of higher class. Joe leaves and explains his early leaving, Pip, dear old chap, life is made of ever so many partings welded together, as I may say, and one mans a blacksmith, and ones a whitesmith, and ones a goldsmith, and ones a coppersmith. Divisions among such must come... (Dickens 223) He creates this metaphor than he is a common blacksmith and Pip is a goldsmith. So, this is another example of how Dickens criticizes the social class system. Other characters that were also judged by their social class were Magwitch and Compeyson. They were both on trial for the same crime but Compeyson got off easier compared to Magwitch because of his higher social class. The ending of the trial was solely based upon social class system. Throughout the novel, Dickens explores the class system of Victorian England, ranging from the criminal Magwitch, to the poor peasants Joe and Biddy,Show MoreRelatedFighting Society: Charles Dickens 1937 Words   |  8 Pagestime these advances seemed to improve many aspects of daily life, Charles Dickens only saw the negative effects that this new way of life imposed upon unsuspecting families. As a victim of the Industrial Revolution, which left many of the working class, including his own family, in a horrible state of living, Dickens grew up in a wretched environment brought on by an advancing society. His early life led to his ambitions of escaping the poverty that gripped his family. His talent for writing proved

Employee Satisfaction at John Deere Harvester Works free essay sample

Having strong values that have stood the test of time allow for a workforce that can feel proud and satisfied to call John Deere their employer. Although the workforce is referred to as a team now instead of a family, the strong culture and values remain intact. To fulfill the needs of their employees, John Deere performs an Employee Satisfaction survey every two years. These surveys are reviewed by Human Resources to find out what is most important to employees, favorable and unfavorable. The results are then discussed with area managers. Deere is showing commitment to continuous improvement of employee morale by involving executive level individuals in the communication of employees’ opinions of how John Deere is working for them. Through these surveys, the company can also identify which employee’s needs are not being met, and which employee groups could benefit by training and further education. Training employees makes them better suited for their current job, as well as the jobs they hope to hold in the future with Deere. Training employees shows confidence in their ability to achieve more, and provide the company with valuable skills. John Deere has proven itself as an honest and ethical company. Employees are treated with enough respect that they have assurance knowing that if their job is in danger, they will know about it. Showing great confidence in its workforce, Deere has actually allowed certain ailing divisions the chance to pull themselves out of danger of extinction. Using an anonymous hotline to report ethical breaches keeps the employees feeling satisfied they will not have to put up with ethical behavior from co-workers, nor be asked to perform unethical tasks by supervisors. Overall, John Deere was started with a vision, and the vision has remained intact through a century and a half of wars, economic struggles, and rapid technological improvements. By sticking to superior culture and ethical guidelines, John Deere will continue to be an employer of choice. Literature Review John Deere has always prided itself in hiring and keeping loyal, dedicated employees on the wage and salaried work forces. Over 54 percent of the wage workforce at John Deere Harvester Works in East Moline, Illinois has been with the company between 25 and 30 years (Workforce Data, 2008). According to the CPA Journal (2004, 74, 6. p. 17(1)), â€Å"a tough job market and bumpy economy have made Americans more loyal and devoted to their employers. † John Deere, however, has had more than half of their employees at this factory already prove their loyalty and dedication before the tough job market emerged, by not changing jobs. These loyal employees that Deere has been able to hold onto exemplify why they are one of the best choices for employment opportunities for the workforce over 50 (Kiplinger’s Retirement Report, 2006). While other companies are focused on bringing in the newest and brightest talent, Deere can boast having some of the most loyal and experienced professionals. Keeping experienced generations in the workforce allows Deere to utilize their experience in order to provide mentor-type relationships with newer employees and show them the values associated with the John Deere name. Tenured employees show the rest of the company that loyalty is something to be celebrated, and Deere does a great job continuing to keep their employees satisfied. When thinking of employee satisfaction, the values of the corporate culture are well aligned with what the employees believe themselves, as responses from the 2007 company-wide employee survey show. Because of these instilled values, employees show that they will remain loyal to John Deere. In the past, John Deere employees were referred to as â€Å"family. † This term has gone away over time and the current CEO prefers that employees be referred to as â€Å"a team,† which is one way to describe an employee group. Bob Lane, chairman and CEO of Deere says: â€Å"The firm is actually a complement to family †¦ while family members who don’t pull their weight may not be welcome at the Thanksgiving dinner table, they remain members of the family, but if you’re not pulling your weight here, I’m sorry, you’re not part of the team. † (Pomeroy, 2007). In saying this, Lane has made his feelings clear that he appreciates his workforce, but he will not tolerate individuals not pulling their weight on a project. Other employees feel a sense of satisfaction from this, knowing that they have the benefit of the leadership team pulling for the development of each employee and team. By referring to employees as team members, Lane demands closeness and stability in his workforce, but he also realizes that it is important to keep work and family separate; this practice is known as work / life management. John Deere helps employees draw the line that allows for the distinction by providing benefits, social networking, and flextime. These programs allow individuals at Deere to plan for personal and professional lives coincidentally. John Deere made his first polished-steel, self-scouring plow in 1837, and after various manufacturing successes, business trials, and patent awards, Deere Company was formed in 1852. From the beginning, John Deere instilled four core values that remain prominent in the values of the business today: integrity, quality, commitment, and innovation. These values have led the employees of John Deere through times of success and abundance and times of turmoil and cutbacks. These values have not only applied to the manufacturing processes at John Deere, these values also apply to the workforce development and quality of life that is known as a John Deere career. Employee development and employee satisfaction ranks highly among management, leadership, and executives and is measured on different levels. John Deere encourages employees to work in an environment where they can expand their skills and knowledge of the product and the business. To maintain employee satisfaction, John Deere focuses on providing the resources and opportunities to challenge employees in their structure based on work specifications, routine, and organization design. Employees can enhance their talent and creativity by utilizing outside resources and technology. Employees are diverse, and they are encouraged to work together in these diverse teams to develop global teamwork strategies. John Deere employees can use their individual differences within the global community for the benefit of many. This allows employees’ attitudes and behaviors to be shaped around global culture and inclusive of teamwork. In addition, with a cultural approach and group diversity, social networking will increase. John Deere encourages collaboration and shared goals focused around people and their abilities (Deere Company, 1996-2008). John Deere’s success is built around professional development, cultural diversity, and training. John Deere provides world-class training and development opportunities, and their employees can advance their careers as fast and as far as their ambition, skills, and competencies allow. Multiple career paths enable Deere employees to explore their many talents and maximize career satisfaction (Deere Company, 1996-2008). At the global level, management creates functional teams based on the company goals and stakeholders needs. Analysis Every two years, John Deere implements a Corporate-wide employee survey. The results of this survey are reviewed at the executive level and at the unit level to measure employee satisfaction for both wage and salary employees. Factories that manufacture John Deere equipment employ both wage and salaried employees. Most John Deere wage employees’ interests are represented by labor unions such as United Auto Workers (UAW), Iron Workers (IW), etc. Wage employees mainly represent the production workforce. However, many wage employees work on Non-Traditional Assignments (NTA). NTA’s are more like salaried positions; they are typically in an office and require knowledge and skills related to computer use. These are typically jobs that salaried employees hold. Salaried employees, then, hold typical office roles: supervisors, managers, engineers, etc. Harvester Works, the factory that will be highlighted later in this paper, is represented by 1,700 wage employees (UAW contracted employees) and 600 salaried employees. In many cases, John Deere management can identify the needs of employee by using surveys and evaluations. It is also important for Human Resource Departments (HRM) to identify employees’ needs and wants in the workplace, so they can effectively communicate with the area management. HRM can implement a specific training and education program for each employee’s job description and needs. By using a content task analysis, managers can execute training programs that are cost efficient and practical for organization needs. Budgets will have to be created for training and eveloping programs in order to plan and forecast for organization operation needs. Operational-activity analysis can be used to input or output variables that management uses to determine unit volume and measurable of employee services (Longest, Rakish, Darr, 2003, pg. 205). Once funding is determined, management can plan accordingly and assess needs for training and certifications. Employee satisfaction s hould be based on stability and structure, which is why management determines who really needs training and who really does not. One way to do this is to use performance appraisal and job descriptions. A performance appraisal helps identify productivity, quality, and service with each employee and helps managers interact and communicate effectively. This allows the employee to feel confident in the manager’s decisions and creates an environment for open communication between different stages of careers. Understanding the Employee’s Point of View The most recent John Deere employee survey was conducted in early 2007. In order to gauge what has changed in the minds of employees since their responses were revealed, another survey was conducted in July 2008. The surveys conducted in 2008 were sent to both wage and salary employees, and the employees were asked questions about their dedication to John Deere, their feelings on John Deere culture, the understanding of their benefits package, the importance of new employee integration, and their opinions on the competitiveness of their pay. Of the 406 wage employee surveys that were mailed, 127 (or 31 percent) were returned for analysis. Similarly, of the 326 salaried employee surveys that were mailed, 104 (or 31 percent) were also returned. The surveys were mailed to wage employees via company mail and returned the same way, as most wage employees work in production on the shop floor and do not have access to e-mail on a regular basis. The information returned in paper format was then loaded into the survey website for ease of analysis. The salaried employees were mailed a link to the survey website and were asked to click a link to fill out their surveys. These two surveys both focused on people hired new to John Deere Harvester Works between January 1, 2007 and January 23, 2008. These new-hire surveys were done between these times because these were employees who were unable to participate in the 2007 corporate-wide employee survey The 2007 employee survey at John Deere found the following feelings from employees: the 2007 employee survey had a completion rate of 72 percent; over 40 percent more returns then the 2008 survey. Fifty-seven percent of those returning the 2007 survey reported that their overall engagement with John Deere is favorable. In terms of compensation and benefits, employees felt 42 and 53 percent favorable, respectively. The overall highest score on the survey reflected 63 percent favorable feelings about the ethics that are employed at John Deere. The 2008 survey performed for the purpose of assessing increases in these scores in employee engagement showed interesting results in terms of people’s favorability with their benefits and pay. According to the survey performed in July of this year, employee favorability with benefits and pay increased to 63 percent. What this shows is that in a short amount of time, Harvester Works has successfully increased the amount of employees that are satisfied with benefits and pay. Harvester Works has worked with corporate human resources to develop a plan for increasing these numbers. One reason for the increase in satisfaction is an employee workshop that was organized by Harvester Works and facilitated by Fidelity, the 401k provider for John Deere worldwide. These workshops allowed experienced employees to ask questions about retirement and also allowed new employees to ask questions about getting into their new 401k programs. In addition, human resources worked with the communications department at Harvester Works and developed a Survey Focus Group to address the needs and feelings of the workforce. A few specific concerns on the initial 2007 survey were related to issues in the parking lot at the factory. These issues were also addressed by the focus group but of course, were not related to benefits or pay. In addition, it was determined in the survey that people were slightly confused about their bonus structure and payout. Harvester Works is in the process of implementing a manager â€Å"talk sheet† that can be covered by managers when they have new employees begin work in their departments. Focus group members are currently working with management to address frequently asked questions and are working with the communications department to facilitate the rollout. All of these actions were in direct request of the 2007 and 2008 surveys and directly relay the importance that John Deere Harvester Works and John Deere corporate put on the satisfaction of their employees. Global Implications on the John Deere Business Operating with the highest business ethics while maintaining employee satisfaction is no easy task, and it requires vigilance on the part of John Deere leadership. John Deere maintains a compliance hotline for reporting possible violations of company ethics policies, and employees who suspect or have knowledge of unethical or improper actions are encouraged to report these concerns, either personally or anonymously. The hotline, available 24 hours a day, is backed up with anonymous e-mail and a postal address as alternative means for confidential reporting, if one chooses (Deere Company, 2007a). This gives employees the satisfaction of knowing that there is support from the executive level when it comes to doing business in an ethical and moral manner. In addition, John Deere’s Office of Corporate Compliance helps â€Å"ensure consistency and compliance in a global business environment of increasing complexity of laws, regulations, and cultural practices,† (Deere Company, 2007a, p 8). This office of compliance conducts continuous training, delivers communications, and promotes the sharing of best practices throughout John Deere’s various operations to ensure compliance with laws and regulations. The office also provides employee access to global policies and offers guidance on complex, and sometimes confusing, business and cultural situations. All of these methods promote not only ethical decision-making processes, but also a culture of ethical behavior in which all employees make the right decision. It is this promotion of ethical culture that leads to the global understanding of the nature and dynamics promoted at John Deere and a main reason why they intend to keep employees satisfied in the working environment. The global community population is growing and with its growth comes the aligned growth of global corporations, which requires a whole different level of creating satisfaction among employees of different cultures. In addition, the global marketplace is becoming more prosperous, which has been driven by increased income for families in poorer countries (Deere Company, 2007b, pg. 3). In the global marketplace, corporations must seek to be responsible to their shareholders and customers, but in different ways that a corporation functioning solely in the United States would be. Performing on the global scale means a corporation has to strive to conduct business in a way that safeguards not only the shareholder, but employees, customers, community neighbors and the environment, as well. Many companies would view global business performance as a necessary part of its pursuit of sustainable growth in any industry (Deere Company, 2007a). A commonality that all corporations share is the value of making a profit, and leadership knows that they have to work towards the common goal and get others to follow in order to achieve success in the field. However, achieving financial goals means different things to different cultures, and actions are held to different levels of accountability depending on culture. While embracing commonalities of employees and their dedication to John Deere, the corporation must also embrace differences. In addition to commonalities, it is important for the leadership of an organization to bring expertise, business skills, and strategic global perspective that enables the corporation to grow while maintaining its values and the values that employees hold. (Deere Company, 2007a). Along these same lines, it should be expected that employees in a global company would have extensive diversity sensitivity training to be sure they are aligned with the business conduct guidelines of the global organization. All of the company’s businesses and its reported results are affected by, among many other things, general economic conditions in, and the political and social stability of, the global markets in which the company operates (Deere Company, 2007b). These conditions must be taken into account heavily in order for the global corporation to be successful. Languages of contracts, payment of employees, prices of commodities, political unrest, social unrest, climate conditions: these are all factors that each and every global business has to understand and be equipped to deal with. Recommendations for Management Employees and management should have skills and training available to them to perform the job and duties efficiently and effectively. Management and all administrative divisions in the John Deere organization should exemplify broad-based expertise in handling conflicts, ethics, design, evaluation, and implementation of training programs. John Deere management should set the standards and keep organization morale high, by providing employee training programs, rewards, certifications, and development courses to maintain employee satisfaction. John Deere should also strive to continue to be an honest employer and build trust with each employee. Honesty and Involvement With the fast paced world and all of the bad news about the housing market and rising gas prices, it may be difficult for an employer to be completely honest with their employees. At John Deere, CEO Bob Lane believes in leveling with his employees. If there is bad news to come, he wants it to come early, even if it involves letting people go. He thinks that each individual has worth and need to be treated with dignity (Pomeroy, 2007). Not only is this concept honest, it makes communication less of a problem. Employees can focus more on their tasks at hand instead of worrying about losing their position. They know that if there is a threat of their job being cut, they would have heard about it; there is no need to fear the grapevine. Not dealing with this fear and anxiety should allow for greater employee satisfaction. Involving employees in some decision-making events can also lead to great employee satisfaction. Even though Deere is a very successful company, they found that they were facing having to close a number of factories and reduce product lines. Even though Lane believed they had a great company, great products, and a great dealer network, they had just an okay business (Pomeroy, 2007). Instead of making the decisions on his own, Lane pushed a lot of the responsibility back on the employees themselves. He encouraged them to pull the workforce together to make the business itself great. Giving employees the chance to work with their team to bring the company back to being competitive shows a great deal of respect for subordinates. This respect allows the employees to feel much pride and should really motivate very innovative thinking. Being part of the solution will benefit both individual employees as well as the company stockholders. If a team of employees can bring a business section back to being productive, they will also earn the respect of fellow employees, who would otherwise be out of a job. Gratefulness and awe from peers can really inspire and satisfy employees. Deere should continue to motivate employees by allowing for their constant involvement in the â€Å"real† problems. Telecommuting One way that employee satisfaction can be encouraged is to allow employees more freedom to take their jobs into their own hands, and decide for themselves when and where they will get their work tasks done. Allowing employees this much freedom will show that the company has the utmost respect and trust for certain employees. By introducing the concept of telecommuting, employee satisfaction can reach new levels. It is a very risky idea with managers feeling like their employees will do nothing but goof off and home and be very unproductive, but the benefits can be astounding. The benefits to the environment can actually be quantified. One news correspondent calculated that he could save 80 minutes a day in commuting time as well as a gallon of fuel a day, which would save the planet 2. tons of carbon dioxide each year (Global Agenda, 2008). If everyone telecommutes instead of driving to work, oil imports would drop over a quarter, and carbon emissions would fall by 67 metric tons a year, and everyone would get the equivalent of an extra 25 working days of vacation per year (Global Agenda, 2008). In the news recently, it seems like the environment has become a very important issue, both ethically and politically. Keeping the earth healthy for as long as possible is a good goal for a large corporation to focus on. The other benefit of telecommuting is making the employees’ lives more enjoyable. More work can be accomplished if the employees are experiencing fewer interruptions by constant phone calls and other co-workers. The stress of other co-workers and bosses should also be diminished, because there will be less time spent with them. The quicker the work gets done, the more free time an employee will have to focus on their personal life, the more satisfied they will be. With the increasing popularity of dual income families, telecommuting will be much more appreciated. Each parent can work around the other’s schedule to make the family happy and successful. Along with the family aspect, the financial aspect also needs to be thought about. By not paying for the gas, employees can save a significant amount of money, which can be spent on more important things, like food. Conclusion Since 1852, the values of John Deere have remained rooted: integrity, quality, commitment, and innovation. These values have not only applied to the manufacturing processes at John Deere, these values also apply to the workforce development and quality of life that is known as a John Deere areer. Employee development and employee satisfaction clearly ranks highly among management, leadership, and executives and is measured on different levels. John Deere encourages employees to work in an environment where they can expand their skills and knowledge of the product and the business. To maintain employee satisfaction, John Deere focuses on providing the resources and o pportunities to challenge employees in their structure based on work specifications, routine, and organization design. Employees can enhance their talent and creativity by utilizing outside resources and technology. Employees are diverse, and they are encouraged to use work together in these diverse teams to develop global teamwork strategies. John Deere employees can use their individual differences within the global community for the benefit of many. This allows employees’ attitudes and behaviors to be shaped around global culture and inclusive of teamwork. At the global level, management creates functional teams based on the company goals and stakeholders needs and from recent survey results, the reader can see that John Deere and its factory environments go above and beyond to achieve employee satisfaction.