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- Herausgeber: WS
- Kategorie: Fachliteratur
- Sprache: Englisch
What makes a job ethical? Who truly holds power in the workplace? And why does it matter now more than ever?
In Employment Ethics: Redefining the Employer–Employee Relationship, these questions form the foundation for a fresh perspective on modern work. For too long, ethical responsibility has been unfairly placed on workers, while employers—driven by profit and protected by power—often avoid accountability. This book challenges that imbalance by redefining employment as a transactional relationship, not a personal favor or moral crusade.
Drawing from real-world examples, historical context, and foundational principles such as Maslow's hierarchy of needs, this book offers a clear, accessible guide to understanding what ethical employment should look like in practice.
Inside, you'll discover:
The four core pillars of work ethic—and how they're often exploited
Why employers are not inherently leaders—and shouldn't be treated as such
The hidden cost of toxic and imbalanced workplace dynamics
What employer ethics are—their history and why they matter
Practical tools for evaluating your current employment relationship
Whether you're a gig worker, office employee, frontline nurse, or engineer, Employment Ethics empowers you to recognize unethical practices, demand better, and understand your value in any workplace.
Employment ethics is more than just fair wages and inclusion. It is employee well-being, employer legacy, and community sustainability.
Let's redefine our relationship with work...on our terms.
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Seitenzahl: 158
Veröffentlichungsjahr: 2025
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Employment Ethics
Redefining the Employer–Employee Relationship
Dr. Travis Schachtner
Copyright © 2025 by Travis Schachtner
All rights reserved. No part of this publication may be reproduced in any form, or by any means, electronic or mechanical, including photocopying, recording, or any information browsing, storage, or retrieval system, without permission in writing from the publisher.
Published in the United States by FTS Leaders
www.FTSLeaders.com
First paperback edition 2025
Editor: Penny Page
Cover Design: Deborah C. Blanc
Schachtner, Travis
Employment Ethics: Redefining the Employee-Employer Relationship
ISBN 979-8-9928309-0-3 (ebook)
1- Business Ethics. 2- Management. 3- Integrity.
Although this publication is designed to provide accurate information in regard to the subject matter covered, the publisher and the author assume no responsibility for errors, inaccuracies, omissions, or any other inconsistencies herein. This publication is meant as a source of valuable information for the reader. However, it is not meant as a replacement for direct expert assistance. If such a level of assistance is required, the services of a competent professional should be sought.
Table of Contents
Introduction
The Employment Relationship: A Transaction, Not a Favor
Why This Matters to Everyone
What This Book Offers
Chapter 1: Current Work Ethic
The Four Components of Work Ethic
Productivity: Efficiency, Output, and Time Management
Reliability: Consistency, Punctuality, and Responsibility
Autonomy: Problem-Solving, Initiative, and Self-Management
Collaboration: Teamwork, Communication, and Adaptability
Exploitation of Commitment
Need: Burden of the Golden Handcuffs
Ought: Burden of Relationship
Want: The Burden of Pride
Reflection: Does Your Workplace Appreciate Work Ethic?
Chapter 2: Employers Are Not Leaders
Defining the Employer–Employee Relationship
Work vs. Employer vs. Employment Ethics
Employment as a Transaction
Why Employment Is Not Leadership
Why This Distinction Matters
Reality of Employment vs. Leadership
Employer’s Motivations: Profit and Market Competitiveness
Why Employees Should Not Assume Ethical Leadership
Potential Misconceptions
Myth of the Benevolent Employer
Romance of Leadership: Why We Overestimate Employer Integrity
Reflection Section: How Do You Perceive Your Current Employment Situation?
Chapter 3: Understanding Needs
Maslow’s Hierarchy of Needs
The Five Levels of Maslow’s Hierarchy
Society’s Role in Meeting Needs
Applying Maslow to Employer Ethics
Employer Ethics and Well-Being
Resource Confusion: The Disconnect Between Employee Time and Employer Costs
Why This Matters
Reflection: Are Your Needs Being Fulfilled?
Chapter 4: Importance of a Balanced Relationship
Comparing Employment to Relationships
A Strong Marriage: The Ideal Employment Relationship
A One-Night Stand: Contractors, Part-Timers, and Gig Work
An Abusive Relationship: Exploitative Workplaces
How Imbalance Harms Employees and Employers
Toll on Employees: Burnout, Job Dissatisfaction, and Turnover
Toll on Employers: Reduced Productivity and Long-Term Instability
The Goal of Employment Ethics: A Balanced Relationship
Community: Earning a Living Without Financial Strain
Safety: Prioritizing Worker Well-Being
Respect: Treating Workers as Valued Professionals
Accountability: Holding Employers to Ethical Standards
Reflection: How Do You Evaluate Your Work Relationship?
Chapter 5: A Safe and Secure Workplace
Historical Employer Neglect
Industrial Revolution and the Rise of Dangerous Workplaces
Triangle Shirtwaist Factory Fire (1911)
Hawks Nest Tunnel Disaster (1927–1932)
Monongah Mining Disaster (1907)
Willow Island Disaster (1978)
The Path to Reform
Creation of Worker Safety Agencies
Occupational Safety and Health Administration (US)
Health and Safety Executive (UK)
German Social Accident Insurance (Germany)
Safe Work Australia (Australia)
International Organization for Standardization (Global)
Other Organizations
Current Issues and Gaps
The Safety Challenges of Gig Work
Automation and Workplace Safety Risks
Mental Health and Workplace Safety: The Overlooked Crisis
Reflection: Do You Work in a Safe and Secure Environment?
Chapter 6: An Accountable Professional Relationship
Workplace Discrimination and Abuse
Racism in the Workplace: The Pullman Porters
Sexism and the Fight for Equal Pay: The Radium Girls
Ableism In Employment: Workplace Accessibility
Fighting Against Homophobia: The Case of LGBTQ+ Workers
Xenophobia and Workplace Discrimination: Immigrant Exploitation
Government Intervention
Equal Employment Opportunity Commission (US)
Equality Act (UK)
Canadian Human Rights Commission
European Equality Bodies
Challenges and Modern Issues
Wage Gaps
Workplace Harassment
Discrimination in Hiring and Promotions
Reflection Section: Is Your Workplace Truly Inclusive?
Chapter 7: Responsible Impact on the Surrounding Environment
Historical Employer Neglect
BP Deepwater Horizon Spill (2010)
Chernobyl (1986)
Bhopal Gas Tragedy (1984)
Mariana Dam Disaster (2015)
Kingston Coal Ash Spill (2008)
Shift Toward Greater Corporate Accountability
EPA
EEA
Australia’s Department of Climate Change
Brazil’s IBAMA
China’s Ministry of Ecology and Environment
Why This Matters to Workers
Health Risks
Job Security
Long-Term Impact
Your Role in Demanding Accountability
Reflection: Is Your Workplace Environmentally Responsible?
Chapter 8: Community-Supporting Wage
A History of Wage Exploitation
Government Intervention
Fair Labor Standards Act (US)
Living Wage Commission (UK)
Fair Work (Australia)
Mindestlohnkommission (Germany)
International Labor Organization
Cost of Living vs. the Labor Market
The Fight for Ethical Wages
Reflection: Are Your Wages Truly Supporting Your Life?
Chapter 9: The Maslowian Principles of Employment Ethics
Bringing It All Together
Level 1: Psychological Needs—The Foundation of Survival
Level 2: Safety and Security Needs—Stability
Level 3: Love and Belonging—Trust
Level 4: Esteem—Recognition, Achievement, and Growth
Level 5: Self-Actualization—Purpose, Fulfillment, and Meaning
When Employer Ethics Fail
The Need for Vigilance
A Vision for the Future
Chapter 10: The Call to Action
Employment Ethics and the Role of Government
The Fight for Ethical Wages
How to Advocate for Change
Conclusion
Empowerment Is a Process
A Collective Mission
Resources
References
Introduction
Most of us have, at some point, had a job that we either didn’t care about or actually didn’t like. One that we were doing just to get a paycheck. Whether it was a summer job in high school or years spent in construction, manufacturing, trucking, or any other hands-on trade, working for someone else can be seen as a part of life. However, despite how much time we spend on the job, how often do we stop to think about what the relationship between the worker and employer really means?
At its core, employment is a simple transaction: An employer provides financial compensation in exchange for an employee’s time, effort, and skills. This transaction is shaped by several factors, such as market conditions, labor laws, industry standards, and most importantly, ethics. Employment ethics are not abstract ideals; they are fundamental principles that establish basic workplace ethics, safety, and sustainability worldwide.
This book explores the often-overlooked aspect of employment ethics, breaking down the transactional relationship between employers and employees to help workers better understand their rights, responsibilities, and the larger systems at play. Regardless of the industry, location, or job type, the principles here apply across the board—from manufacturing plants in the US to construction sites in Australia and service industries in Asia. Understanding these principles is essential for anyone who wants to confidently and clearly establish an ethical work relationship with their employer.
The Employment Relationship: A Transaction, Not a Favor
One of the most persistent misconceptions about work is the idea that employment is a form of benevolence. In other words, an employer is “giving” an employee a job out of goodwill. In reality, employment is a business arrangement where both parties have something valuable to offer. The employer needs labor to produce goods or provide services, and the employee needs financial compensation to support their livelihood. The terms of this exchange are often set differently depending on the perspective being considered.
Employers want to present employment in a way that benefits their bottom line. They emphasize competitive wages, professional growth opportunities, and workplace culture, all while prioritizing cost reduction and profit maximization. Employees, on the other hand, approach employment from a different angle, trying to minimize the time spent working so that they can financially meet all their needs. They can then maximize their time with family and friends or pursue an interest or hobby. These differing priorities, while not initially posing a conflict, can lead to ethical concerns, especially when one side has more power than the other.
For too long, the burden of the employment relationship has been placed exclusively on employees. But what happens when employers do not value their employees’ time? Workers are told to be more committed, more adaptable, and more dedicated. At the same time, when employers fail to uphold their ethical obligations, the consequences can be severe. Unsafe working conditions, discrimination, unethical wages, and exploitative policies are not unfortunate realities; they are ethical failures that have real impacts on workers and their families.
Why This Matters to Everyone
Employment ethics are not just an issue for a select group of workers or industries. Whether you are a factory worker, a nurse, a truck driver, a software engineer, or a restaurant server, the principles of employment ethics apply to you. They determine whether your workplace is safe, if you are paid ethically, and if your employer respects your rights. Consider these examples:
These are not isolated incidents; they are part of a larger pattern in workplaces worldwide. Understanding employment ethics helps workers recognize something wrong and empowers them to act. This could mean advocating for better conditions, seeking legal recourse, or simply making informed career decisions.
What This Book Offers
This book is designed to provide workers with a clear, accessible guide to employment ethics. It will break down complex ideas into practical concepts using real-world examples to illustrate key points. You do not need a law degree or an economics background to understand these ideas. Employment ethics affect all of us, and knowledge of these issues should be available to everyone.
In the following chapters, you will explore topics such as
As you read each chapter, you will better understand how employment ethics shape your work life and what you can do to advocate for ethical treatment in any job. More importantly, you will see that employment ethics are not abstract policies or corporate buzzwords; they are real, tangible factors that affect your daily life, financial stability, and well-being.
It does not matter what your job title is, where you live, or what industry you work in—this book is for you. Understanding employment ethics is not only about knowing your rights, but it is also about ensuring that work is an ethical and equitable exchange, where both employees and employers are held to equitable ethical standards. Are you ready to begin? Let’s get started!
Chapter 1: Current Work Ethic
Marcus is a warehouse worker for a regional distribution center. Every day, he arrives 15 minutes early, helps his coworkers set up for the shift, and finishes each assignment ahead of schedule, even when others are not watching. He is known for his reliability and ability to calmly handle problems when equipment breaks down. His coworkers trust him, his managers rely on him, and his performance sets a quiet but clear standard for others.
Over the years, he experienced a rising cost of living, but his pay raises have been inconsistent and minimal. At first, this was not a big deal. He was making enough to cover all his bills and have some spending money to hang out with friends. He started blaming his bad spending habits on things getting more difficult and tried to buckle down on spending. He stopped going out, moved into a smaller apartment, and worked more overtime, but the backslide was constant. As someone who was raised to believe that his hard work and determination would dictate his success, he was blind to the fact that his employer was exploiting his strong work ethic.
For the longest time, employers only recognized a one-way employment relationship: “I pay and you do what you are told.” They expected a high work ethic and loyalty because they pay, and the employee has no right to set any expectations for them. With the rise of unions, employers started to be held to some level of accountability for their unethical employment practices.
Eventually, the demand for accountability became too great for political leaders to ignore, and government agencies were created to hold unethical employers accountable for these practices. However, this has not changed employers’ overall perception of employees, and that is what we are redefining in this book—starting with the employers’ demands of work ethic and commitment.
The Four Components of Work Ethic
Work ethic is not a vague concept. It can be broken down into tangible, observable behaviors that employers seek and reward. The four foundational components constantly observed and considered are productivity, reliability, autonomy, and collaboration. These define the expectations of today’s workforce and influence how workers are perceived, evaluated, and retained.
Productivity: Efficiency, Output, and Time Management
“An honest day’s work for an honest day’s pay” is a saying that captures the essence of a fair exchange, where effort and compensation go hand in hand. Productivity is one of the two pillars in the transactional nature of the employment relationship, the other being the wage the employer is paying. For employers, it translates directly to profit, efficiency, and operational flow. Employers need productive workers to complete their tasks with good time management and minimal waste. In essence, anyone and everyone meeting the employer’s defined expectations is being productive. Going above and beyond what is defined is a choice for the employed, but usually only benefits the employer’s profit margins.
Yet, productivity does not always mean making something. In service and gig work, productivity often looks like balancing quality with urgency. A rideshare driver who safely completes multiple trips during peak hours or a barista who orders and keeps a long line moving while maintaining customer satisfaction are examples of productivity. These moments demand focus, time awareness, and decision-making skills under pressure.
Reliability: Consistency, Punctuality, and Responsibility
Reliability is the quiet cornerstone of every workplace. It shows up in workers’ daily decisions: arriving on time, meeting expectations regularly, and being present when needed. For employers, particularly frontline workers in blue-collar, service, trade, or healthcare environments, one unreliable worker can disrupt entire systems:
Employers need reliability in their workforce to maintain workflows and meet client expectations. Reliable employees help build predictability in the workflow, allowing the employer to prepare for the organization’s future needs or costs. They can also use this reliability to predict the company’s earnings to set and inform shareholders of the projected profits. So, when an employer has a reliable workforce, it can signal to the market that it is an ideal organization for investment.
Autonomy: Problem-Solving, Initiative, and Self-Management
Employers need people who can prepare for the needs of the job, complete tasks without constant direct supervision, and address small problems if they arise. In gig work, autonomy is built into the model: workers decide their hours, navigate customer interactions, and handle logistical issues independently.
Of all the aspects of work ethic, autonomy is the most regulated, overhyped, and least rewarded one—with good reason. For example, a construction worker who starts putting in cabinets in a kitchen could see that they just created more work for the plumber installing the sink drain. Or a maintenance technician who diagnoses and fixes an issue could be undermining an overhaul plan brought forth by management. Or a home health aide who changes the care plan for a patient to make things easier for themselves could be undermining a long-established, successful patient routine.
Employers want employees who practice autonomy within the given boundaries of their position and task. Going beyond that again undermines the productivity of the workflow.
Collaboration: Teamwork, Communication, and Adaptability
By its very nature, employment requires collaboration. Even in an organization with one employee, that employee and the employer are now a team. The larger the organization, the more necessary collaboration becomes. In frontline service industries, especially, collaboration is vital for team and organizational success. In the restaurant industry, the line between smooth service and chaos often depends on how well the front and back staff communicate. In health care and maintenance, the ability to communicate the issue, the symptoms, and potential solutions is vital to address any problem.
The adaptability of each individual is vital for team cohesion. It allows employees to adjust when coworkers are absent, plans change, or systems fail. In blue-collar environments, where unpredictability is common, workers who can collaborate under pressure are essential. Without adaptability, any unforeseen problem will cause the team to collapse, because the members will seek excuses or blame shift instead of finding solutions.
Understanding the components of work ethic gives us a clear picture of what basic ethical expectations an employer has set for the employee. However, knowing how employers use these traits in their decision-making is key. It is essential to understand how employers, intentionally or not, exploit employees’ work ethic through the additional demand of loyalty, otherwise known as organizational commitment. Knowing these elements will help you get a clearer picture of how one-sided the demand truly is and see that this, in fact, is where the relationship between employer and employee reveals its ethical tensions.
Exploitation of Commitment
Loyalty is often praised by employers as a critical success component. Job listings regularly include phrases like “family,” “team player,” “dedicated,” and “willingness to go above and beyond.” The catch is that a high work ethic combined with high commitment is something that employers can exploit. An employee willing to take on more duties even though the employer does not need to provide proper support, compensation, or ethical treatment only increases the employer’s profit margins.
When employers discuss how loyal their workforce is to the organization, they are actually discussing their workforce’s organizational commitment. The irony is that while loyalty is about why people stay, organizational commitment looks at the burdens created by leaving. This is a long-studied aspect of human resources, consisting of three primary aspects: need, want, and ought.
