Navigating Job-Sharing Dilemmas in a Mid-Sized Clothing Manufacturer: Balancing Cost-

Efficiency and Employee Well-being

January 3, 2024

PHIL1404

Professor Tommy White

In the dynamic landscape of the contemporary job market, organizations often find themselves navigating

the delicate balance between cost-effectiveness and employee welfare. This paper delves into the

proposed job-sharing plan within a mid-sized clothing manufacturing firm during a period of high

unemployment, as outlined in the case study "What Would You Do?: Staffing Trade-offs" by Byars and

Stanberry (2019). As a department head, the challenge at hand involves splitting retiring or departing

marketing positions into part-time roles without benefits, a decision aimed at alleviating financial strain.

This analysis explores both the merits and drawbacks of such a strategy, addressing its potential benefits

for the company and employees, as well as the associated risks and ethical considerations.

The job-sharing plan proposed by your manager has certain points in its favor. Firstly, it allows the

company to cut costs by hiring part-time employees without the obligation to provide benefits such as

health insurance (Byars & Stanberry, 2019). Additionally, the flexibility of part-time positions may attract

a larger pool of applicants, including those seeking temporary or supplementary employment. From a

company perspective, this could enhance workforce adaptability and responsiveness to market

fluctuations, contributing to improved cash flow and potentially higher profits.

However, there are potential negative effects to consider. Reducing or eliminating benefits for part-time

employees may lead to decreased job satisfaction, loyalty, and morale among the workforce. This could

result in higher turnover rates, increased recruitment costs, and a potential decline in overall productivity.

Moreover, the company may face challenges in retaining experienced employees, as job-sharing positions

may not be as appealing to those seeking stability and comprehensive benefits.

Concerns about potential employment discrimination may arise if the implementation of the plan

disproportionately affects certain groups of employees (Byars & Stanberry, 2019). For instance, if the
majority of employees affected by the shift to part-time positions belong to a specific demographic, it

could raise questions about fairness and equity in employment practices. Ensuring that the plan is

implemented transparently and without unintentional biases is crucial to mitigate these concerns.

Considering the broader ethical implications, it is essential to evaluate whether creating job-sharing

positions aligns with the company's values and commitment to social responsibility (Byars & Stanberry,

2019). Balancing cost-cutting measures with the well-being of employees is crucial for maintaining a

positive corporate image and fostering a healthy work environment. Ultimately, the decision to implement

the job-sharing plan should be guided by a comprehensive analysis of its impact on both the company and

its employees, with a focus on maintaining fairness, transparency, and employee satisfaction.

In conclusion, the proposed job-sharing plan presents a dual-edged sword for the mid-sized clothing

manufacturing firm. While it offers the potential for cost savings and increased workforce flexibility, it

also raises concerns about employee satisfaction, retention, and the risk of unintentional discrimination.

The decision to implement such a strategy should be made with careful consideration of both short-term

financial gains and the long-term well-being of the workforce. Striking a balance between cost-

effectiveness and ethical employment practices is crucial to ensuring sustained success and positive

organizational culture. As the company navigates these staffing trade-offs, it must prioritize transparency,

fairness, and a commitment to the welfare of its employees to foster a harmonious work environment and

maintain its corporate integrity (Byars & Stanberry, 2019).

 References

Byars, S. M., & Stanberry, K. (2019). What Would You Do?: Staffing Trade-offs. In *Business Ethics*.

OpenStax College and Rice University.