A Research Report

On
"ETHICAL CONSUMERISM TRENDS"

Submitted for the Award of Degree of

Bachelor of Commerce
Submitted To

Asha Mahavidyalaya, Babatpur Varanasi

AFFILIATED TO: MAHATMA GANDHI KASHI VIDYAPITH

VARANASI

Submitted By Under The Supervision Of

Sujoy Dr. Pradeep Kumar Singh
Bhattacharya Assistant Professor
B.Com 6th semester Asha Mahavidyalaya, Babatpur
Roll no. 16523840125 Varanasi
Enrolment No..KA2K23/165840125

BATCH 2024-2025
 CERTIFICATE

This is certified that Mr. Sujoy Bhattacharya has been contributed

successfully completing the project entitled “ETHICAL
CONSUMERISM TRENDS” in satisfactory manner as for the course
of B.Com 6th SEMESTER for the session of 2024- 2025

Under The Supervision Of

Dr. Pradeep Kumar Singh

Assistant Professor
Asha Mahavidyalaya,
Babatpur Varanasi
 ACKNOWLEDGEMENT
It gives me pleasure to present this project report which is an outcome of
the study "ETHICAL CONSUMERISM TRENDS"
Completing a task is not a one man efforts. I wish to my sincere gratitude a
large number of individual have contributed directly and indirectly in this
project report.

Firstly I would like to acknowledge my special thanks to my family and

friends. Also I like to give special thanks to our supervisor Dr. Pradeep
Kumar Singh (Assistant Professor), Asha Mahavidyalaya, Babatpur
Varanasi who gives me this opportunity and graceful for his guidance.
Thanks to their continuous motivation.

Sujoy Bhattacharya
B.Com 6th semester
Roll no. 16523840125
 DECLARATION

I hear by declare that the information presented in this Project Report

is correct to the best of my knowledge and the analysis is as per the
norms and guidelines provided for the report. I have utilized the
requisite concepts and applied the required methodologies to analyze
the data collected to reach the conclusion present in the report.

I claim the report to be my indigenous work and has not been

published anywhere else.

Sujoy Bhattacharya

B.com 6th semester

Roll no 16523840125
 TABLE OF CONTENTS

CHAPTER NO. TITLE PAGE NO.

INTRODUCTION 1
1.1 INTRODUCTION OF THE STUDY 1
1.2 INDUSTRY PROFILE 9
1.3 COMPANY PROFILE 13
I
1.4 STATEMENT OF THE PROBLEM 20
1.5 NEED FOR THE STUDY 20
1.6 OBJECTIVES OF THE STUDY 21
`1.7 SCOPE OF THE STUDY 21
REVIEW OF LITERATURE 22
II
2.1 REVIEW OF LITERATURE 22
III RESEARCH METHODOLOGY 27
3.1 RESEARCH DESIGN 27
3.2 DATA SOURCES 27
3.3 SAMPLE SIZE 28
3.4 TOOL USED 29
3.5 HYPOTHESIS 29
DATA ANALYSIS AND INFERENCE 31
4.1 PERCENTAGE ANALYSIS 31
IV
4.2 CHI-SQUARE TEST 56
4.3 CORRELATION ANALYSIS 58
FINDINGS,SUGGESTIONS AND CONCLUSION 59
5.1 FINDINGS 59
V 5.2 SUGGESTIONS 61
5.3 LIMITATIONS OF THE STUDY 62
5.3 CONCLUSION 63
BIBLIOGRAPHY 64
ANNEXURE 66
 INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Management

Management is the administration of business practices to create the highest level of

efficiency possible within an organization. It is concerned with converting materials and
labor into goods and services as efficiently as possible to maximize the profit of an
organization.

Management is the planning, organizing, and oversight of business practices that

maximize efficiency and assure company processes are driving value. It involves preparing
and supervising the practices that turn resources such as labour, equipment, and raw materials
into goods and services.

Management is a business area that implements practices ensuring the conversion of

inputs into goods and services with maximum efficiency. The goal is to increase an
organization’s income by improving its operations and maximizing the use of existing
resources. It also includes the provision and delivery of excellent customer service.

Managers work to ensure a company achieves the highest operating profit by

carefully balancing cost and revenue. They work closely with other teams to increase
productivity, deliver high-quality products and services, and ensure customers are satisfied.
Operations management teams attempt to balance costs with revenue to achieve the highest
net operating profit possible.

Management involves utilizing resources from staff, materials, equipment, and

technology. Operations managers acquire, develop, and deliver goods to clients based on
client needs and the abilities of the company.

Management handles various strategic issues, including determining the size of

manufacturing plants and project management methods and implementing the structure of
information technology networks. Other operational issues include the

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management of inventory levels, including work-in-process levels and raw materials
acquisition, quality control, materials handling, and maintenance policies.

Management entails studying the use of raw materials and ensuring that minimal
waste occurs. Operations managers use numerous formulas, such as the economic order
quantity formula, to determine when and how large an inventory order to process and how
much inventory to hold on hand.

Importance of Operations Management

Operations management is the heart of any organization. Below are pointers that
would explain the importance of operations management.

• Operations management oversees the complete operating system of an organization.

• Operations management is essential for organizations to manage their daily activities

seamlessly.

• Operations management controls all the processes and handles issues including
design, operation, maintenance, and improvement of the systems. It also maintains
smooth, effective, timely production of products and services even when unexpected
situations arise.

• Operations management helps improve the reputation of an organization and thus has
a positive influence on its capability to achieve growth and stability goals.

• Operations management ensures that products meet the quality standards and
customers’ expectations. Thus, satisfied customers also mean customers buy from you
again and referrals, which further improves brand value, giving a competitive edge in
the market.

• Operations management includes recognizing and optimizing the processes included

in the production of services or goods, which can help cut costs. Thus, operations
management facilitates selling more products/services and reducing costs, which
means increased revenues and enhanced growth of an organization.

2
 • Operations management motivates the employees toward their roles and improves
employee productivity.

Role of Management

Operations management constitutes diverse responsibilities, from product

development to project management.

• Capacity planning – Operations management involves evaluating the number of

products or services a company can sell or distribute in a particular period.

• Product design/service design – Product design or service design involves

generating new ideas and creating a service or product to ensure that the products sold/
services rendered to customers meet their needs and expectations. Operations
management needs to consider the cost-efficiency of a product while ensuring that it
meets the needs of customers.

• Quality control – This involves quality management or quality assurance. It deals

with monitoring services or products through each step in the production process or
service operations for probable issues or errors.

• Process improvement and optimization – This involves evaluating the steps

involved in a process and recreating the process totally or restructuring the steps to
maximize efficacy.

• Supply chain management – This involves managing the supply chain process by
maintaining control of sourcing of the supplies, the production process, inventory
management, sales, and distribution, at affordable rates. This results in lower
overhead costs, effective production, and timely delivery of products.

• Operations management is also responsible for high-level strategizing and planning.

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Ethical issues

Ethical issues are concerned with what is right and wrong, good and bad and how we
use that information to decide our actions in the real world. Ethics in the business sector
especially in the operations management is getting more popularity. Ethics is concerned about
the rules of human behaviour and considers whether or not there is any objective right or
wrong. Furthermore, ethics is concerned about the foundations of moral principles and how it
evolved. Vee and Skitmore (2003) listed three things that constitute ethics as follows: (1)
ethics refers to a system of moral principles which serves as a basis for judging actions as
right or wrong; (2) ethics refers to the rules of conduct which illustrates a particular accetable
group of human actions; and (3) ethics refers to moral principles of an individual.

Ethics in Operations Management

To obtain a better understanding of operations management, it is necessary to define

what operations mean. Operations refer to the portion of business which is responsible for the
production of goods and services. Operations management therefore refers to the approach of
managing, designing, improving, and operating business processes or systems that are focused
on producing or delivering goods and services. In other words, operations management
involves the process of converting a set of inputs into outputs (Hassin, 2009). The term
operations management originated from the concept of productions management used in the
past which refers to the process of converting raw materials into finished products. However,
with the evolution of time, the term expanded to production and operations management to
integrate the operations in the servicing industry until currently, it is now termed as
operations management.

Different organizations belonging to different industries adopt operations strategies

that fit their businesses. However, some approaches adopted by different organizations in
their operations strategies tend to be common and similar to each other. Certain requirements
for an effective operations strategy include appropriateness, comprehensiveness, coherence,
consistence, credibility, and ethicality. Appropriateness refers to the alignment of the
operations strategy with the company’s competitive strategy. This is especially
necessary when operations

4
strategy is formulated for the purpose of connecting the company’s operations to its goal of
developing a competitive edge over the competitors.

An operations strategy is also required to be comprehensive where all aspect of

operations is tackled. Operations management is included in a company’s complex process of
business and achieving excellent performance which makes it necessary for every strategy to
deal with every aspect of operations rather than limiting tactics on minor operational decisions.
Furthermore, it is not enough that operations strategy be comprehensive, it must also be
coherent. Every element of the strategy which refers to specific operations function must
point to the same direction for the strategy to be effective. From period to period, operations
strategy may be modified but one important thing is noted, it should be consistent through
time. Credibility is another factor for an effective operations strategy. It is important that
every strategic goal is realizable to maintain credibility. A strategic objective which the
operations management failed to achieve may give a negative impact on the strategy and the
employees may be discouraged to support it subsequently. Finally, an effective operations
strategy should be ethical. An operation strategy may have consequences after its
implementation which makes it necessary to be formulated based of ethical standards.

The role of ethics in operations management is important especially in world- class

operations and it should be considered in corporate responsibility. This claim is based on the
fact that most of the ethical issues in businesses originate from the operations level. Another
reason for importance of ethics is the ethical consequences that arise from the strategy of
some companies to obtain cost advantage by outsourcing. Ethics in operations management is
concerned on the way how profit is obtained rather than on the quantity of profit which is
considered enough. The tension is between profits and the responsibilities of the company.

Ethical dilemmas refer to a certain situation or issue wherein a decision has to be

made to adopt one of the two equally urgent yet incompatible alternatives (Mirwoba, 2009).
One popular ethical issue discussed in the literature regarding operations management is
opportunism. This issue has been a topic of many empirical studies conducted to focus on
business and management field. Opportunism is considered in the literature as an unethical
behavior which refers to the abuse of opportunity. In

5
company operations, managers or other professionals involved are vulnerable to unethical
choices due to plentiful number of opportunities which may be abused. Some of the factors that
drive professionals to engage in unethical behaviors are the pressures brought by the demands
for cost reduction and unrealizable strategic objectives.

One area of operations which is faced with an increased vulnerability of engaging to

unethical behavior is the procurement since the employee assigned in this process handles a
significant amount of company resources. Furthermore, the procurement process has an
increased exposure to the external environment of a certain organization which makes it
possible for easy conduct of an unethical act. This is not beneficial to the organization since its
reputation is in jeopardy since the employee assigned in the procurement process acts in
behalf of the organization as a whole when dealing with third parties.

The importance of ethics in managing business operations is stressed out in the article.
Ethics is an essential requirement in order to build and maintain a good relationship between
a business entity and other parties included in the conduct of its operations such as the
suppliers. The procurement function in a business organization is critical for the achievement
of business goals since. An organization’s effective operations depend on the effective
performance of the purchasing function while achieving global competitiveness depends on
effective operations. It is therefore important that ethics is integrated in the whole process to
ensure good relationship to suppliers and eventually to satisy the needs and wants of the
customers. One ethical challenge by procurement officers is the situation where many
suppliers compete and offer different favors and gifts just to create a business deal. In many
situations, the relationship of the procurement officer not only to the supplier but also to his
employer may also be affected. More ethical challenges include having to exagerate the
problem of either the buyer or the supplier in order to obtain a business deal, offering
preferential treatment to certain parties, allowing certain personalities to interfere with
business deals, engaging in reciprocity, and seeking and providing information of different
qoutes from different competitors either in a fair or unfair manner.

Bribery is another requently mentioned ethical issue in the literature (Vee & Skitmore,
2003). Bribery refers to the act of offering payments, goods or opportunities

6
in exchange for something favorable. Accepting gifts is not a bad act but the situation tells
whether it is unethical. When in operations, accepting gifts from people who have direct
influence on the operations functions maybe considered as unethical expecially when the
person being gifted and have the ability to satisfy the interest of the gift giver. Other ethical
issues to consider in operations are breach of confidence, negligence, and fraud.

The establishment of a code of conduct within an organization can greatly help

operations especialists to decide on a certain ethical issue. Everyday, everyone are faced with
the need to decide on a certain ethical issue. Organizations are faced with the pressure of
having to demonstrate to the public their ability to decide correctly on an ethical issue.
Organizations need to maintain a good reputation and the public trust to ensure their existence
on the market. In order to achieve this, it is important for an organization to develop their
own ethical code of conduct to guide every employee to decide correctly and to instill
discipline among them.

Ethical leadership is seen as an important factor to instill ethics in a certain

organization. The increasing number of companies being involved in many ethical
controversies which even brought them down made it possible for the others to realize the
importance of integrating ethics in managing company operations in order to ensure
profitability. Companies are more and more aware of this trend and have started to take
actions to redirect their strategic plans to include ethical strategies in their paths to success.
However, this move is never an easy way since in the current business environment where
every company strives for international penetration or globalization and competition is
getting tougher, ethical considerations are getting complex and extensive too. In this situation,
ethical leadership in a company is needed to be headed by a charismatic leader

One problem among organizations that concerns ethics is the lack of ethical
leadership. Employees often do unethical actions or misconducts due to their lack of trust
over their company leaders and the situation is even worsened by the poverty and weak
economy. Furthermore, survey results support the idea since a significant percentage of
employees were observed to question themselves is ethics even exists within their own
organizations. Actually, having to follow the standards is an easy task. However, everythings
gets complicated when ethical dilemmas arise and there is no

7
one in the organization to take responsibility. This prompted the need of every organization
to have an ethical leader.

Decision-making in a certain ethical situation is really a dilemma. This is especially

true when the operations manager is required to choose between two alternatives which are
unfavorable. This can be considered a tough challenge for the person in the situation. In some
cases, ethical dilemmas may be impossible to resolve due to reasons like disintegration of
value system. In today’s world when every company aims for globalization, companies are
faced with conflicting issues between the company objective of profitability and their
corporate social responsibility. Ethics in the global market is complicated, so is the decision-
making that operations managers have to face.

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 PROFILE OF THE STUDY

1.2 INDUSTRY PROFILE

Tiles & Ceramics Industry

Apart from their decorative looks, Ceramic Tiles are primarily hygiene products and
that is how our broad spectrum of consumers view the product. This is fairly evident from its
varied usage from bathrooms and kitchens in average Indian households to medical centers,
labs, milk booths, schools, public conveniences, shopping malls and numerous other centers;
which dot our day to day life. A ceramic tile is basically a "utility product" and that remains
our promotional slogan. Popular housing projects are increasingly switching over to Ceramic
Tiles moving away from the traditional use mosaic and even granite or marble, owing to
several factors viz. ease in laying ability, versatility, low price and hygiene.

Nevertheless, this decorative aspect of a Ceramic Tiles has forever been in the
forefront. Heavy churning out of bolder and colorful designs by the industry are testament to
the fact that most households regard a ceramic tile as an "adornment" for an otherwise "drab
look" of their age-old floorings or an unfurnished wall.

Ceramic tiles as a product segment has grown to a sizeable chunk today at

approximately 680 Millions Square meters production per annum. However, the potential
seems to be great, particularly as the housing sector, retail, IT & BPO sectors have been
witnessing an unprecedented boom in recent times.

The key drivers for the ceramic tiles in India are the boom in housing sector coupled
by government policies fuelling strong growth in housing sector. The retail boom in the
Indian economy has also influenced the demand for higher end products. Overall the bullish
growth estimates in the Indian economy has significantly influenced the growth of the Indian
Ceramic tile industry.

The main product segments are the Wall tile, Floor tile, Vitrified tile and Industrial
tile segments. The market shares (in value terms) are 20%, 23% 50%, and 7% respectively
for Wall, Floor, Vitrified, and Industrial tiles. The tiles are available in

9
a wide variety of designs, textures and surface effects. They cater to tastes as varied from rustics
to contemporary marble designs in super glossy mirror finishes.

Both, traditional methods of manufacturing (tunnel ) and the latest single fast firing
methods are deployed in manufacturing. Some of the latest trends in manufacturing methods
can be seen in India. The industry also enjoys the unique distinction of being highly
indigenous with an abundance of raw materials, technical skills, infrastructural facilities
despite being fairly capital intensive. A total of over 5,50,000 people are employed in the
sector. Out of this, 50,000 people are directly employed and 5,00,000 are indirectly
associated. The potential is huge considering the per capita consumption of ceramic tiles in
India. Currently it is at 0.50 square meters per person in comparison to over 2 square meters
per person for like countries like China, Brazil and Malaysia

As a foreign exchange earner or a global player, Indian Tile industry has captured the
attention of the world in the ceramic tiles segment. To compete internationally, our plants
must be geared up to large units currently operating in China and Turkey are driven by
economies of scale. These will also help us in lowering our cost of production significantly.
Also, infrastructural support is a key factor that determines the speed of growth. Better
infrastructure will bring in better growth in terms of consistency and sustenance. Freight,
supply of power and gas remains the key cost-related issues impacting the industry.
Availability, consistent supply and reasonable rates are extremely important for the growth of
the ceramic tile industry.

Also, the prevailing anomalies pertaining to Basic Customs Duty on import of

ceramic tiles from China and raw materials imported from abroad need to be corrected to
prevent dumping of tiles from China. Rural thrust should be enhanced by favorable excise
duty and MRP structure.

Current status of the Industry

The ceramic tiles industry in India has followed similar trends internationally which
have been characterized by excess capacities and falling margins. Countries like Malaysia,
Thailand, Indonesia, Sri Lanka and Vietnam are setting up their own plants. China has
emerged as a major competitor. Producers from Spain and Italy have the advantage of
lower transportation costs while exporting to USA and

10
Germany. In India, the per capita consumption is as low as 0.50 square meters per person
compared to China (2.6 square meters per person), Europe (5 to 6 square meters per person)
or Brazil (3.4 square meters per person). Rising disposable incomes of the growing middle
class and 40 million units of housing shortage hold out a great potential.

A major change that took over the ceramic tiles industry, was the introduction of
vitrified and porcelain tiles. These new entrant product types are said to be the tiles of the
future. Internationally these tiles are already the major sellers. These category of products
account for almost 50% of total tile sales by value in this industry. These new products and
the conventional wall & floor tiles have together made the organized industry grow to a
formidable Rs. 7,200 crores industry. This coupled with a spate of expansions by many
players make the industry look very promising in the future.

The Indian Industry has developed an export market although at the lower end. In
volume it constitutes less than half a percent of the global market. (Presently India does not
figure in the list of major exporting countries). But this reality could change as Indian exports
are rising at an accelerating growth annually. The top-end of the global export market is
presently dominated by China (36.8%) and Italy (15.1%)

Sector importance

Ceramic Industry in India is about 100 years old and has played a major role in the
progress of humankind. It comprises mainly ceramic tiles; sanitary ware & tableware.
Ceramic products are manufactured both in organized and unorganized sector with wide
variation in type, size, quality and standard. As on 2012, India‟s share of world production is
600 MSM and ranks at 3rd position in the world in terms of production. Global indu stry
growth rate is 11% and growth rate in India domestic market is 15% as on 2012. A total of
over 5, 50, 000 people are employed in the sector. Ceramic sector makes an important
contribution to the economy, housing sector, export earnings and employment of India. With
the growth in the housing sector the demand of ceramics is expected to increase considering
the competitiveness of Indian tiles in the international market. The potential is huge
considering the present per capita consumption (0.50 square meters per person) of ceramic
tiles in India in

11
comparison to over 2 square meters per person for countries like China, Brazil and Malaysia.

Global tile industry

During the period from 2001 to 2011, total ceramics trade grew at a CAGR of 7.56%,
from US$ 39.6 billion to US$ 87.9 billion. During the period exports increased from US$
19.8 billion to US$ 44.6 billion (CAGR of 7.74%), while imports increased from US$ 19.9
billion to US$ 43.2 billion (CAGR of 7.38%). China is the largest trader of ceramics in the
world, with total trade of US$ 14.7 billion during 2011, followed by US and Germany, Italy
with total trade of US$ 7.4 billion, US$ 7.0 billion and US$ 6.18 billion, respectively.
Present scenario

Over the years, the industry has been modernizing through new innovations in product
profile, quality and design to emerge as a modern, world -class industry, to take on global
competition. The Indian Ceramic Industry ranks at 3rd position in the world and produces
around 6.3 % of global output as on 2013.

Growth in past and future prospective

Global tiles market has witnessed ups and downs in the last few years due to 2009
crisis. However, the global tiles market has shown an upward trend since 2010 with the major
demand coming from emerging economies. The growing real estate market in countries such
as Brazil, India, China and Indonesia has led to the demand for tiles. During 2011, India was
the 20th largest ceramic trading nation in the world and accounted for a share of around 1%
in total ceramics trade. During the period, from 2001 to 2011, India‟s ceram ics trade increased
from US$ 143 million to US$ 984 million at a CAGR of 23.4%. The increase in trade was led
by rise in imports, which increased, from US$ 68.7 million in 2001 to US$ 750.9 million in
2011, at a CAGR of 26.3%. India‟s ceramic exports on th e other hand increased at a CAGR
of 11.6%, from US$ 82.3 million to US$ 233.3 million.

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 1.3 COMPANY PROFILE

Establishment

Aravind Ceramics partnership firm was born in the year of 1996 and transformed to
Aravind Ceramics Private Ltd. by the year 2012. Aravind Ceramic Industries Ltd. was
established in the year of 2006 for Manufacturing Vitrified Tiles under the brand ANUJ.
Within a short span of time, it has become the preferred brand to be reckoned in the tile
industry with an overwhelming response across the market. At Aravind Ceramic Industries, it
focuses highly on support, service, quality and trust.

The brand- Anuj Tiles

Anuj Tiles is the only brand in South India to market 100% of its production entirely
to the existing Market and has become a brand synonymous to the Tile Industry. Apart from
the initially installed capacity of 6000 square meters, we have successfully increase our
production capacity to 1500 square meters and are planning to the upcoming years. At
Aravind Ceramic Industries Ltd., quality comes first, followed by trust.

13
 ANUJ has some of the finest infrastructure in the country for manufacturing a wide
and exclusive range of tile products. Fully automatic, State of the Art, German block making
plant with automated material handling systems, Sophisticated Batching and Imported mixing
plants. Quality equipment’s for moisture control Varied Manufacturing lines include
Vibropresses, Hermetic Presses, Wet Cast, Dry cast etc. Several processing and finishing
lines are erected for finishing and secondary processing like grinding, shot-blasting, sealing
etc. are to concrete pavings and tiles completion. In-house Testing Laboratory for
Compressive, Transverse, Water Absorption and Abrasion Resistance Tests, etc. with
company owned fleet of transportation vehicles.

Mission and Vision Business

Mission

• Attain leadership position

• Create wealth

• Be the best in business

Business Vision

• Center of technological excellence

• Market leadership for electromechanical components in the industry.

Objectives

The main objective of Aravind Ceramics Company is to capture the major market
share. Its motto is to satisfy the customers. Satisfying the customers or corporate client leads
to capture major market share. It aims to provide customer care.

Further it aims to promote export to several areas. It wants to be a leading company in

the industry.

Business Goal

• To attain a respected presence in the industry.

• To build progressive relationships.

14
 • To improve organizational strength.

• To offer unique services.

• To understand customerizing of products.

• To fine tune competitive advantage.

VALUE

Aravind Ceramics offers great freight rates and in-stock shipping within three
business days, as well as competitive pricing and fast turnaround on custom items.

EXPORTS:

A 100% Export Oriented Unit, it has been successfully catering to a loyal clientele
across the globe. More than 100 containers are exported to UK, Europe and USA on a yearly
basis, with a growing ambition to mark its presence in other countries as well. It believes that
it is its performance, consistent quality, unerring delivery schedule, trained and skilled
personnel, highly sophisticated machinery and a capable Management that has been
instrumental in making its a globally recognized name.

At Aravind Ceramics s, it specializes in the production and export of carved stone

products for memorials, finished granite slabs, granite blocks and other products. Its products
come in all Indian premium colours as well as shades that conform to international standards.

• German

• France & Belgium

• UK

• USA & Canada

• Others

ISO

Complimenting its state-of-the-art equipment, is the ingrained obsession for quality,

which has got the ISO 9001-2000 certification from "TUV NORD", Germany for Quality
Management Systems.

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Awards:

• KSPC: Productivity award -1983, 1989.

• Indian Institute of Materials Management – 2nd price in the store management

competion..

• National Institute of Quality and Reliability – 1991.

• KSIDC – Award for excellence in Kerala Chapter – 1999.

• National Safety Council of India – Industry Safety Awards – 2003, 2004.

Infrastructure

It has a well-established infrastructure that includes all the advanced machineries and
equipment’s, those required in manufacturing. Its state-of-the-art plant for cutting and
polishing improves the quality of products. Its processing units are equipped with various
machineries like gang saw, dressing machine, edge polishing machines, polishing machines,
and edge cutting machines to provide top- notch products to its customers. Its distribution
network and headquarters are located in the city of Chennai.

Growth

Aravind Ceramics is poised for continuous growth and market dominance because of
the vibrant leadership qualities from the top management. The management has taken
significant steps to renew and refresh the core business of tile production for future, and
innovative patterns for current market.

Plan

The Company’s immediate plan is “To provide consistent quality service to our
valuable customers”. The strength of the company lies in its strong inattentiveness. It
endeavors to achieve customer satisfaction through continuous innovation and by delivering
current trends to the customers, cost effectively.

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 With a wide and deep penetration on tile market, backed with more than two decades
of experience in the tile industry and with the support of all its endless list of clients and
dealers, it is certain that in the near future Anuj Tiles shall set standards to the Indian tiles
industry and take the industry to new heights.

Distribution network

Its distribution network is one of the largest in the region comprising of 1500+ dealers
spread across South India. It also have depots and showrooms in major towns across the state.
Its manufacturing unit is located at Uthiramerur, near Chennai. Our plant is ISO compliant
with 9001: 2008 & 9001:2015 certifications, which are granted for our excellency in quality,
service & safety standards.

Its Services

An external communication network links the organization to the world full of

customers and suppliers representatives. Sometimes these external links are orchestrated
carefully, specially during a crisis. At Anuj Tiles, it follows these Communication Channels
to maintain a healthy relationship with our Customers, Consumers and Suppliers.

1996

➢ Birth of Aravind Ceramics partnership firm, specialized tiles & sanitary ware
product trading company.

➢ Growth over the chennai city and neighboring towns.

➢ Expansion over various cities, towns and villages around Tamil Nadu.

2001

➢ Aravind ceramics(AC) grew up to be the leader in Tamil Nadu, with

dealer sales, by volume.

2006

➢ AC established a new brand – Anuj Tiles and laid foundation for new
company – Aravind Ceramic Industries Limited(ACIL).

17
2008

➢ Started manufacturing and turned out to be the first manufacturer in the state
of Tamil Nadu.

2012

➢ The AC trading company partnership changed, and created the new

Aravind Ceramics Private Ltd(ACPL).

2013

➢ ACIL initiated to manufacturing of Parking Tiles and, accommodated a new

line for the 2nd KILN.

2015

➢ ACIL added Digital printing machines, housed a new line for 3rd KILN and
produced the new PGVT/GVT.

2016

➢ ACIL added a digital machine and started manufacturing Digital Parking Tiles.

2017

➢ Holding the only manufacturing facility in the state of Tamil Nadu and
producing a leading product Anuj Tiles, specially for South Indian market.

2018

➢ ACIL, Factory at Uthiramerur. ACPL, Corporate office in Porur, procurement

office in Morbi – Gujarat. Depots at Coimbatore, Tirunelveli, & Oonamalai.
Showrooms around Tamil Nadu and customers globally.

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BOARD OF DIRECTORS

The directors of Aravind Ceramics are,

1. Aravindbabu Kumar – Director

2. Anujbabu Kumar – Director

3. Ramanuja Reddiar Kumar - Managing Director

4. Gayathri Kumar - Director

PRODUCT PROFILE

Floor tiles

➢ Digital Parking

➢ Nano Collection

➢ Bathroom Floor Collection

➢ Ceramic Collection

Digital Wall Tiles

➢ Bathroom Collection

➢ Elevation Collection

➢ Kitchen Collection

Glass Bowl Collection

Glass Picture Collection

Poster Collection

➢ Digital Glossy Collection

➢ Digital Matt Collection

19
 1.4 STATEMENT OF THE PROBLEM

Ethical issues in business occur when a decision, activity or scenario conflicts with
the organisation's or society's ethical standards. Both organisations and individuals can
become involved in ethical issues since others may question their actions from a moral
viewpoint. An ethical issue is a circumstance in which a moral conflict arises in the
workplace; thus, it is a situation in which a moral standard is being challenged.

Ethical issues occur when a moral dilemma emerges and must be resolved within a
corporation. Many areas of a company's general operating standards can be affected by
ethical issues. When faced with an ethical issue, one must choose between doing the right
thing and doing the wrong thing. There may be no right or incorrect answer when faced with
a common challenge or issue. The business may suffer harm as a result of a wrong decision in
an ethical quandary. Even if the harm is limited to physical discomfort, it might also include
emotional distress. Ethical dilemmas also frequently deal with legal issues. Ethical behavior
is an important component of obeying the law. Since the ethical issues in operations
management is a sensitive to resolve since it is subject to law as well as it is challenges task
for the management. Hence the study is understaken to analyse the ethical issues in
operations management in Aravind Ceramics Private Limited, Chennai.

1.5 NEED OF THE STUDY

➢ Business ethics enhances the law by outlining acceptable behaviours beyond

government control.
➢ Corporations establish business ethics to promote integrity among their employees
and gain trust from key stakeholders, such as investors and consumers.
➢ While corporate ethics programs have become common, the quality varies. If a lack of
ethics in a business becomes public knowledge, that business loses credibility.
➢ Hence the study is to analyse ethical issues in operations management towards
Aravind Ceramics Private Limited, Chennai.

20
 ➢ The study will be useful to the concern to understand the ethical issues in the
company and can have opportunity to resolve the ethical challenges to enhance its
images among the stakeholders.

1.6 OBJECTIVES OF THE STUDY

Primary objective

➢ To study on ethical issues in Aravind Ceramics Private Limited, Chennai

Secondary objectives

➢ To understand the ethical issues in HRM towards the company

➢ To evaluate the ethical issues in marketing in the company

➢ To assess the ethical issues in production towards the company

➢ To analyse the ethical issues in customer service in the company

1.7 SCOPE OF THE STUDY

➢ The study is confined to ethical issues in operations management. The survey is taken
with the employees of Aravind Ceramics Private Limited, Chennai.
➢ The sample of the study is 120. The study helps to understand the ethical issues in HRM
towards the company. It evaluates the ethical issues with marketing in the company.
➢ The study throws lights on to evaluate the ethical issues in production towards the
company.
➢ The study also reveals ethical issues in customer service in the company.

21
 2.1 REVIEW OF LITRATURE

Kitson, A., Campbell, R. (2000), there is an interesting trade-off between the

desirability of a high standard of ethical behaviour, both in principle and in operation, and the
necessity for cost-cutting and aggressive competition. The drawing up of a corporate ethical
policy is a comparatively straightforward affair compared with the multi-faceted possibilities
for dysfunction at the operational level. It is a classical application of the differences between
‘Whats’ and ‘Hows’. It is often not a particularly demanding exercise to generate a list of
‘Whats’ — politicians do it all the time. It is in the transformation process and at the delivery
point that greater traumas occur in terms of ethical consideration.

AngappaGunasekaran (2012), Managing operations in both manufacturing and

service organizations have evolved tremendously over the years with the change in market
requirements. The market has become global, thereby compelling enterprise operations to keep
up. The application of information technology/information systems (IT/IS) and outsourcing in
managing operations have significantly altered the landscape of operations management (OM)
strategies, techniques, and technologies. Consciousness towards environmental and safety
also urges companies to examine their OM approach and manufacturing from various
perspectives. Recently, energy cost and protection against terrorism have changed the
portfolio of enterprise operations and therefore the approach to OM. Now, it is time to revisit
the OM principles, curriculum, and training at the institution of higher learning and
industries. Moreover, manufacturing has become more of a service activity, indicating
significant service OM, including project management. The profile of service industries has
also changed in view of the emergence of globalization, outsourcing, and IT, coupled with the
rapid economic growth of emerging economies such as Brazil, Russia, India, and China
(BRIC). In fact, services account for approximately 80% of the US gross domestic product
(GDP); this is also a growing figure of the GDPs of other countries over the world. Again,
service OM needs to be revisited in the context of the abovementioned paradigm shifts. In
considering the significance of the above-

22
mentioned changes in the market and society as a whole, an attempt is made to study the
evolution of OM and subsequently to develop a framework for new OM strategies and tactics
that will support the competitiveness of organizations within the next 10– 20 years.

Ugonna Augustina Ofurum (2019), this paper reviewed the literature on ethics,
ethical theories, ethical principles; as well as the implications of unethical practices in
organizations. The study revealed that unethical business practices have devastating
consequences on organizations; since they result in poor corporate image, financial losses;
market failures and sometimes complete corporate collapse. It was further observed that
corruption, bad leadership, poor corporate governance, conflict of interest, lack of
accountability, inadequate CSR, abusive and intimating behaviors among others are common
in most organizations. The paper concludes that it is beneficial and in the enlightened self -
interest of organizations to adopt good ethical practices. The paper also recommends that
managers’ should ensure that ethical standards are crafted in their business philosophy and
strategic intents in order to build and maintain a good corporate image.

Mohammed T. Nuseir (2019), the ethical issues in business management have

always been co-existing, but their type and quantum have been changed in the present digital
world. The globalisation and digitisation of business have not only altered the ethical issues
but also their gravity, as evidenced by the widening of problems and complaints. In the 21st
century, business management is becoming more complex while a multitude of ethical issues
appears simultaneously. Thus, an in- depth understanding of ethical problems and
identification of mitigating options is required, for which these review efforts have been
undertaken. Highly relevant research studies were selected from the literature and presented
in a critique style, elaborating both sides of the picture. Significant findings were documented
logically with consequent conclusions.

Iyioriobhe Ezekiel Ehior (2019), Diversity and ethics are component of every
society and they are major challenge that has turned into a losing situation for all involved,
leading to demoralization of organization. No doubt many believe societal diversity and ethics
are the fundamental for organizational efficiency when properly managed. In every
organization, there are diverse beliefs, culture, religion, age,

23
gender and educational background among employees, manager and executives in
organizations need to know what are the most ethically appropriate or inappropriate courses
of actions to take in their daily workplace situations. Diversity is the ways people differ in an
organization which can affect task or relationship of the employees. While ethics is the study
of moral obligation, or separating right from wrong and includes acts such as ethical decisions
and social responsibility acts. The focus of this study is on diversity and ethical issues in an
organization. This research work is a descriptive study in nature. The secondary information
have been collected from different scholars’ and researchers’ published books, articles
published in different journals, periodicals, conference paper, working paper and website
which examine literature in the area of organizational diversity and ethics. I will therefore
recommend that management must modify their styles to manage diversity and ethics in the
organization. It is also important that management assess the current level of diversity within
the organization beginning with culture, ethnicity and education. Management should adopt a
high diversity culture for continuous change and improvement in the organization.

Abalala, T.S., Islam, M.M., & Alam, M.M. (2021), the real challenge of
establishing and maintaining business ethics in small and medium enterprises (SMEs) has
become a global issue. We investigated the driving forces of ethical practices (EP) and its
contribution to the overall performance in businesses. This study collected primary data from
117 small and medium enterprises (SMEs) in Saudi Arabia by using a well-designed
questionnaire survey amongst SMEs and draw inferences using the structural equation
modelling (SEM) analysis. Findings suggested that top management’s characters and ethical
commitment, ethical policy and culture of the organisation and external pressure positively
influence the ethical practice in the organisation, which leads to a significant positive impact
on both financial and non- financial performances of SMEs. But the level of fraud and
corruption and the level of monitoring show a mixed moderating effect on the relationships
between ethical practice in the organisation and business performance. The unique feature of
this research is that both the causes and effects of EP are considered in one integrated model.
This gives a more vivid picture of the ethical issue in a business organisation.

24
 JungwooLEE (2022), Ethical management is not a choice for companies, but a
necessity. This study, therefore, filled a need for further research into ethical management.
We looked at the factors involved in a company’s employment of an ethical management
system and relationships between factors to determine how the subordinate variable, the
ethical management system, affects the performance of an enterprise. In specific, this study
identified internal and external factors involved in ethical management systems in Korea’s
domestic shipping and port logistics companies. We investigated the impact of these factors on
organizational performance variables and each level of the ethical management system.
According to empirical findings, only internal factors such as openness and internal integrity,
and external factors such as normative and cognitive environments, had positive effects on the
use of an ethical management system. On the other hand, transparency, which is an internal
factor, and regulatory environment, which is an external factor, had no positive impact.

Jose-FernandoJimenez (2022), Industrial performance management can be seen

as a decision-making process that aims to ensure the performance, results, and utilization of
resources towards the achievement of a set of pre-settled objectives. Essentially, this model
assumes that the objectives and allocated resources are related to the cost, quality, and
delivery criteria under efficiency, relevance, and effectiveness constraints. However, the
scope of this model is currently questioned due to the development of the Industry 4.0
initiative and the emerging risks for the human wellbeing and the society, basically since it
could be extended to current needs. Industry 4.0, where digital transformations, smart
systems and a profusion of data are given place, would offer scenarios in which the company,
human and society sustainability can be threatened. Therefore, including the ethical notion on
the use of the technological advances is considered fundamental against potential risk, such
as data privacy mismanagement, surveillance policies, discrimination, and automated
judgement. The methodological approach taken on this study is an explorative and
interpretative research, constructed collectively by a set of researchers and industrial
practitioners, based on previous works on ethics.

WalidCheffi (2023), Prior literature on the transition to a circular economy has

focused primarily on societal, institutional, and technical levels and has paid less

25
attention to people- and organization-driven factors such as leadership and management
control. Further, few studies have considered the circular economy in the context of small and
medium enterprises in emerging economies. Thus, through this empirical study, we aim to fill
these research gaps by investigating the concurrent effects of ethical leadership and
management control systems on the extent of the circular economy in small and medium-
sized enterprises in the United Arab Emirates. The survey data were collected from 111
enterprises. We performed a confirmatory factor analysis to validate the instrument and tested
the theoretical model through structural equation modelling. The findings support our
theoretical propositions and show that both ethical leadership and management control
systems are positively associated with the extent of circular economy practices in these
enterprises. Interestingly, our findings demonstrate that management control systems fully
mediate the relationship between ethical leadership and the extent of the circular economy.
The results suggest that ethical leadership requires the support of management control
systems to convey its positive effects in terms of circular economy practices. Overall, the
findings help explain how ethical leadership and management control systems are important
driving mechanisms for enabling small and medium enterprises to deploy a circular economy
effectively. The implications of these findings for research and practice are also discussed.

WaymondRodgers (2023), Management scholars and practitioners have

highlighted the importance of ethical dimensions in the selection of strategies. However, to
date, there has been little effort aimed at theoretically understanding the ethical positions of
individuals/organizations concerning human resource management (HRM) decision-making
processes, the selection of specific ethical positions and strategies, or the post-decision
accounting for those decisions. To this end, we present a Throughput model framework that
describes individuals' decision- making processes in an algorithmic HRM context. The model
depicts how perceptions, judgments, and the use of information affect strategy selection,
identifying how diverse strategies may be supported by the employment of certain ethical
decision-making algorithmic pathways. In focusing on concerns relating to the impact and
acceptance of artificial intelligence (AI) integration in HRM, this research draws insights
from multidisciplinary theoretical lenses, such as AI-augmented (HRM(AI)) and HRM(AI)
assimilation processes.

26
 RESEARCH METHODOLOGY

The process of deciding how to systematically design research and conduct it is

called Research Methodology. To conduct a market or social research, researcher has to plan
out every step from which questions to ask to what analysis method to use, to ensure that
researcher gather valid and reliable results from the research.

RESEARCH DESIGN

Research design refers to the overall strategy utilized to carry out research that
defines a succinct and logical plan to tackle established research question(s) through the
collection, INFERENCE, analysis, and discussion of data. Hence descriptive research study is
used. Descriptive research can only report what has happened and what is happening.

DATA SOURCES

The study basically uses primary and secondary data. The study depends mainly on
the primary data and secondary data namely the text books, journals, newspapers, magazines
and internet.

1. Primary data

Primary data sources can be described as those sources that are closest to the origin of
the information. They contain raw information and thus, must be interpreted by researchers.
Secondary sources are closely related to primary sources and often interpret them. Examples
of primary sources include manuscripts, newspapers, speeches, cartoons, photographs, video,
and artefacts. Primary sources can be described as those sources that are closest to the origin
of the information. They contain raw information and thus, must be interpreted by researchers.
Well structured questionnaire has been used for the col1ection of primary data from the
respondents.

27
2. .Secondary data

Secondary sources are closely related to primary sources and often interpret them.
These sources are documents that relate to information that originated

elsewhere. Secondary sources often use generalizations, analysis, INFERENCE, and synthesis
of primary sources. Examples of secondary sources include textbooks, articles, and reference
books.

SAMPLING

Population

The aggregate elementary units in the survey are referred to as the population. Here it
covers the entire employees in the company Aravind Ceramics Private Limited, Chennai.

Sample Size

The study based only on the opinion and expectation of employees. Total number of
sample taken for the study is 120 respondents.

Sampling Unit:

Sampling unit is Aravind Ceramics Private Limited, Chennai.

Sample design

Random sampling techniques were used for the study. Random sampling, or
probability sampling, is a sampling method that allows for the randomization of sample
selection, i.e., each sample has the same probability as other samples to be selected to serve as
a representation of an entire population.

Sampling Unit

Sampling Unit of this study is Aravind Ceramics Private Limited, Chennai.

28
TOOLS USED

The commonly used statistical tools for analysis of collected data are:

1. Percentage analysis

2. Chi Square.

3. Correlation

Percentage analysis

This method is used to compare two or more series of data, to describe the
relationship or the distribution of two or more series of data. Percentage analysis test is done
to find out the percentage of the response of the response of the respondent. In this tool
various percentage are identified in the analysis and they are presented by the way of Bar
Diagrams in order to have better understanding of the analysis.

Number of respondents
Percentage of respondents =_________________________________100
Total respondents

Chi-square Analysis

A chi-squared test (symbolically represented as χ2) is basically a data analysis on the

basis of observations of a random set of variables. Usually, it is a comparison of two
statistical data sets. This test was introduced by Karl Pearson in 1900 for categorical data
analysis and distribution. So it was mentioned as Pearson’s chi- squared test.

The chi-square test is used to estimate how likely the observations that are made
would be, by considering the assumption of the null hypothesis as true. A hypothesis is a
consideration that a given condition or statement might be true, which we can test afterwards.
Chi-squared tests are usually created from a sum of squared falsities or errors over the sample
variance.

29
Formula

The chi-squared test is done to check if there is any difference between the observed
value and expected value. The formula for chi-square can be written as;

χ2 = ∑(Oi – Ei)2/Ei

where Oi is the observed value and Ei is the expected value.

Correlation Analysis

Correlation Analysis is statistical method that is used to discover if there is a

relationship between two variables/datasets, and how strong that relationship may be.

Correlation Coefficients

There are usually three different ways of ranking statistical correlation according to
Spearman, Kendall, and Pearson. Each coefficient will represent the end result as ‘r’.
Spearman’s Rank and Pearson’s Coefficient are the two most widely used analytical formulae
depending on the types of data researchers have to hand:

Here,

n = Number of values or elements

∑x = Sum of 1st values list

∑y = Sum of 2nd values list

∑xy = Sum of the product of 1st and 2nd values

∑x2 = Sum of squares of 1st values

∑y2 = Sum of squares of 2nd values

30
 DATA ANALYSIS AND INFERENCE

TABLE NO: 4.1 GENDER OF THE RESPONDENTS

Gender No. of the respondents Percent %

Male 63 52.5%

Female 57 47.5%

Total 120 100.0%

Source: Primary data

INFERENCE

The above table shows that 52.5% of the respondents are male and 47.5% of the
respondents are female.

Thus the majority of the respondents are male.

CHART: 4.1

31
 TABLE NO: 4.2 AGE OF THE RESPONDENTS

Age No. of the respondents Percent%

Below 20 years 31 25.8%

20 - 30 years 41 34.2%

31 - 40 years 18 15.0%

41 – 50 years 20 16.7%

Above 50 years 10 8.3%

Total 120 100.0%

Source: Primary data

INFERENCE

The above table shows that 25.8% of the respondents are in the age group of below 20
years, 34.2% of the respondents are in the age group of 20 - 30 years, 15.0% of the respondents
are in the age group of 31 - 40 years, 16.7% of the respondents are in the age group of 41 – 50
years and 8.3% of the respondents are in the age group of above 50 years.

Thus the majority of the respondents are in the age group 20 - 30 years.

CHART: 4.2

32
 TABLE NO: 4.3 EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS

Educational Qualification No. of the respondents Percent%

20 16.7%
HSC
33 27.5%
UG
37 30.8%
PG

Diploma 20 16.7%

10 8.3%
Others

Total 120 100.0%

Source: Primary data

INFERENCE

The above table shows that 16.7% of the respondents have completed HSC, 27.5%
of the respondents have completed UG degree, 30.8% of the respondents have completed
PG degree, 16.7%of the respondents have completed Diploma and 8.3% of the respondents
have completed other educational qualification.

Thus the majority of the respondents have completed PG degree.

CHART: 4.3

33
 TABLE NO: 4.4 MONTHLY SALARY OF THE RESPONDENTS

Monthly Salary No. of the respondents Percent%

Below Rs. 20,000 35 29.2%

Rs.20,000-30,000 47 39.2%

Rs. 30,000-40,000 14 11.7%

Rs. 40,001-50,000 8 6.7%

Above Rs. 50,000 16 13.3%

Total 120 100.0%

Source: Primary data

INFERENCE

The above table shows that 29.2% of the respondents have below Rs. 20,000,
39.2% of the respondents have Rs.20,000-30,000, 11.7% of the respondents have Rs.
30,000-40,000, 6.7% of the respondents have Rs. 40,001- 50,000 and 13.3% of the
respondents have above Rs.50,000 as their income level.

Thus the majority of the respondents have Rs.20, 000-30,000 as their income
level.

CHART NO: 4.4

34
 TABLE NO: 4.5 EXPERIENCE OF THE RESPONDENTS

Experience No. of the respondents Percent%

26 21.7%
Below 5 years
50 41.7%
5 – 10 years
26 21.7%
11 – 15 years
6 5.0%
15- 20 years
12 10.0%
Above 20 years
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 21.7% of the respondents have below 5 years, 41.7% of the
respondents have 5 – 10 years, 21.7% of the respondents have 11 –
15 years, 5.0% of the respondents have 15 - 20 years and 10.0% of the respondents have
above 20 years experience.

Thus the majority of the respondents have 5 – 10 years experience.

CHART NO: 4.5

35
 TABLE NO: 4.6 ISSUES RELATED TO CASH AND INCENTIVE PLANS

Particulars No. of the respondents Percent%

43 35.8%
Strongly agree
37 30.8%
Agree
24 20.0%
Neither agree nor disagree
7 5.8%
Disagree
9 7.5%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 35.8% of the respondents said that strongly agree,
30.8% of the respondents said that agree, 20.0% of the respondents said that neither agree nor
disagree, 5.8% of the respondents said that disagree and 7.5% of the respondents said that
strongly disagree towards issues related to cash and incentive plans.

Thus the majority of the respondents said that strongly agree towards issues related
to cash and incentive plans.

CHART NO: 4.6

36
 TABLE NO: 4.7 ISSUES RELATED TO DISCRIMINATIONS OF THE
EMPLOYEES

Particulars No. of the respondents Percent%

32 26.7%
Strongly agree
44 36.7%
Agree
12 10.0%
Neither agree nor disagree
7 5.8%
Disagree
25 20.8%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 26.7% of the respondents said that strongly agree,
36.7% of the respondents said that agree, 10.0% of the respondents said that neither agree nor
disagree, 5.8% of the respondents said that disagree and 20.8% of the respondents said that
strongly disagree towards issues related to discriminations of the employees.

Thus the majority of the respondents said that agree towards issues related to
discriminations of the employees.

CHART NO: 4.7

37
 TABLE NO: 4.8 ISSUES RELATED TO PERFORMANCE APPRAISAL

Particulars No. of the respondents Percent%

35 29.2%
Strongly agree
21 17.5%
Agree
16 13.3%
Neither agree nor disagree
27 22.5%
Disagree
21 17.5%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 29.2% of the respondents said that strongly agree,
17.5% of the respondents said that agree, 13.3% of the respondents said that neither agree nor
disagree, 22.5% of the respondents said that disagree and 17.5% of the respondents said that
strongly disagree towards issues related to performance appraisal.

Thus the majority of the respondents said that strongly agree towards issues
related to performance appraisal.
CHART NO: 4.8

38
TABLE NO: 4.9 ISSUES RELATED TO RESTRUCTURING AND LAYOFFS

Particulars No. of the respondents Percent%

17 14.2%
Strongly agree
34 28.3%
Agree
39 32.5%
Neither agree nor disagree
22 18.3%
Disagree
8 6.7%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 14.2% of the respondents said that strongly agree, 28.3%
of the respondents said that agree, 32.5% of the respondents said that neither agree nor
disagree, 18.3% of the respondents said that disagree and 6.7% of the respondents said that
strongly disagree towards issues related to restructuring and layoffs.

Thus the majority of the respondents said that neither agree nor disagree towards
issues related to restructuring and layoffs.

CHART NO: 4.9

ISSUES RELATED TO RESTRUCTURING AND LAYOFFS

39
 TABLE NO: 4.10 ISSUES RELATED TO PRIVACY

Particulars No. of the respondents Percent%

34 28.3%
Strongly agree
47 39.2%
Agree
11 9.2%
Neither agree nor disagree
9 7.5%
Disagree
19 15.8%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 28.3% of the respondents said that strongly agree,
39.2% of the respondents said that agree, 9.2% of the respondents said that neither agree nor
disagree, 7.5% of the respondents said that disagree and 15.8% of the respondents said that
strongly disagree towards issues related to privacy.

Thus the majority of the respondents said that agree towards issues related to
privacy.

CHART NO: 4.10

40
TABLE NO: 4.11 ISSUES RELATED TO MARKET RESEARCH

Particulars No. of the respondents Percent%

43 35.8%
Strongly agree
34 28.3%
Agree
14 11.7%
Neither agree nor disagree
8 6.7%
Disagree
21 17.5%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 35.8% of the respondents said that strongly agree,
28.3% of the respondents said that agree, 11.7% of the respondents said that neither agree nor
disagree, 6.7% of the respondents said that disagree and 17.5% of the respondents said that
strongly disagree towards issues related to market research. Thus the majority of the
respondents said that strongly agree towards issues related to market research.

CHART NO: 4.11

ISSUES RELATED TO MARKET RESEARCH

41
 TABLE NO: 4.12 ISSUES RELATED TO PRICING

Particulars No. of the respondents Percent%

38 31.7%
Strongly agree
31 25.8%
Agree
28 23.3%
Neither agree nor disagree
12 10.0%
Disagree
11 9.2%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 31.7% of the respondents said that strongly agree,
25.8% of the respondents said that agree, 23.3% of the respondents said that neither agree nor
disagree, 10.0% of the respondents said that disagree and 9.2% of the respondents said that
strongly disagree towards issues related to pricing.

Thus the majority of the respondents said that strongly agree towards issues related
to pricing.

CHART NO: 4.12

ISSUES RELATED TO PRICING

42
 TABLE NO: 4.13 ISSUES RELATED TO DISTRIBUTION

Particulars No. of the respondents Percent%

43 35.8%
Strongly agree
70 58.3%
Agree
4 3.3%
Neither agree nor disagree
2 1.7%
Disagree
1 .8%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 35.8% of the respondents said that strongly agree,
58.3% of the respondents said that agree, 3.3% of the respondents said that neither agree nor
disagree, 1.7% of the respondents said that disagree and 0.8% of the respondents said that
strongly disagree towards issues related to distribution.

Thus the majority of the respondents said that agree towards issues related to
distribution.
CHART NO: 4.13

ISSUES RELATED TO DISTRIBUTION

43
TABLE NO: 4.14 ISSUES RELATED TO ADVERTISING AND PROMOTION

Particulars No. of the respondents Percent%

44 36.7%
Strongly agree
23 19.2%
Agree
27 22.5%
Neither agree nor disagree
11 9.2%
Disagree
15 12.5%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 36.7% of the respondents said that strongly agree, 19.2%
of the respondents said that agree, 22.5% of the respondents said that neither agree nor
disagree, 9.2% of the respondents said that disagree and 12.5% of the respondents said that
strongly disagree towards issues related to advertising and promotion. Thus the majority of
the respondents said that strongly agree towards issues related to advertising and promotion.
CHART NO: 4.14

ISSUES RELATED TO ADVERTISING AND PROMOTION

44
 TABLE NO: 4.15 ISSUES RELATED TO DATA COLLECTION AND
PRIVACY

Particulars No. of the respondents Percent%

58 48.3%
Strongly agree
18 15.0%
Agree
14 11.7%
Neither agree nor disagree
24 20.0%
Disagree
6 5.0%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 48.3% of the respondents said that strongly agree,
15.0% of the respondents said that agree, 11.7% of the respondents said that neither agree nor
disagree, 20.0% of the respondents said that disagree and 5.0% of the respondents said that
strongly disagree towards issues related to data collection and privacy. Thus the majority of
the respondents said that strongly agree towards issues related to data collection and
privacy.
CHART NO: 4.15

45
TABLE NO: 4.16 CONFLICTS OF INTEREST AMONG THE EMPLOYEES

Particulars No. of the respondents Percent%

18 15.0%
Strongly agree
41 34.2%
Agree
24 20.0%
Neither agree nor disagree
28 23.3%
Disagree
9 7.5%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 15.0% of the respondents said that strongly agree,
34.2% of the respondents said that agree, 20.0% of the respondents said that neither agree
nor disagree, 23.3% of the respondents said that disagree and 7.5% of the respondents said
that strongly disagree towards conflicts of interest among the employees. Thus the majority
of the respondents said that agree towards conflicts of interest among the employees.
CHART NO: 4.16

CONFLICTS OF INTEREST AMONG THE EMPLOYEES

46
 TABLE NO: 4.17 ISSUES IN WORK FORCE DIVERSITY

Particulars No. of the respondents Percent%

55 45.8%
Strongly agree
29 24.2%
Agree
29 24.2%
Neither agree nor disagree
2 1.7%
Disagree
5 4.2%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 45.8% of the respondents said that strongly agree,
24.2% of the respondents said that agree, 24.2% of the respondents said that neither agree
nor disagree, 1.7% of the respondents said that disagree and 4.2% of the respondents said that
strongly disagree towards issues in work force diversity.

Thus the majority of the respondents said that strongly agree towards issues in work
force diversity.
CHART NO: 4.17

ISSUES IN WORK FORCE DIVERSITY

47
 TABLE NO: 4.18 MANAGING FOR ETHICAL CONDUCT IN MODERN TIMES

Particulars No. of the respondents Percent%

23 19.2%
Strongly agree
46 38.3%
Agree
24 20.0%
Neither agree nor disagree
7 5.8%
Disagree

Strongly disagree 20 16.7%

120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 19.2% of the respondents said that strongly agree,
38.3% of the respondents said that agree, 20.0% of the respondents said that neither agree
nor disagree, 5.8% of the respondents said that disagree and 16.7% of the respondents said
that strongly disagree towards managing for ethical conduct in modern times.Thus the
majority of the respondents said that agree towards managing for ethical conduct in modern
times.

CHART NO: 4.18

48
 TABLE NO: 4.19 WORKPLACE-SAFETY ISSUES

Particulars No. of the respondents Percent%

49 40.8%
Strongly agree
15 12.5%
Agree
28 23.3%
Neither agree nor disagree
12 10.0%
Disagree
16 13.3%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 40.8% of the respondents said that strongly agree,
12.5% of the respondents said that agree, 23.3% of the respondents said that neither agree
nor disagree, 10.0% of the respondents said that disagree and 13.3% of the respondents said
that strongly disagree towards workplace-safety issues.Thus the majority of the
respondents said that strongly agree towards
workplace-safety issues.
CHART NO: 4.19

WORKPLACE-SAFETY ISSUES

49
 TABLE NO: 4.20 LEGAL LIABILITY

Particulars No. of the respondents Percent%

23 19.2%
Strongly agree
49 40.8%
Agree
21 17.5%
Neither agree nor disagree
18 15.0%
Disagree
9 7.5%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 19.2% of the respondents said that strongly agree,
40.8% of the respondents said that agree, 17.5% of the respondents said that neither agree
nor disagree, 15.0% of the respondents said that disagree and 7.5% of the respondents said
that strongly disagree towards legal liability.Thus the majority of the respondents said that
agree towards legal liability.

CHART NO: 4.20

LEGAL LIABILITY

50
 TABLE NO: 4.21 DENYING MINOR CUSTOMER COMPLAINTS

Particulars No. of the respondents Percent%

59 49.2%
Strongly agree
15 12.5%
Agree
30 25.0%
Neither agree nor disagree
9 7.5%
Disagree
7 5.8%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 49.2% of the respondents said that strongly agree,
12.5% of the respondents said that agree, 25.0% of the respondents said that neither agree
nor disagree, 7.5% of the respondents said that disagree and 5.8% of the respondents said that
strongly disagree towards denying minor customer complaints.Thus the majority of the
respondents said that strongly agree towards denying minor customer complaints.

CHART NO: 4.21

DENYING MINOR CUSTOMER COMPLAINTS

51
 TABLE NO: 4.22 DELAYING IN CUSTOMER CLAIMS

Particulars No. of the respondents Percent

26 21.7%
Strongly agree
33 27.5%
Agree
28 23.3%
Neither agree nor disagree
25 20.8%
Disagree
8 6.7%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 21.7% of the respondents said that strongly agree,
27.5% of the respondents said that agree, 23.3% of the respondents said that neither agree
nor disagree, 20.8% of the respondents said that disagree and 6.7% of the respondents said
that strongly disagree towards delaying in customer claims.Thus the majority of the
respondents said that agree towards delaying in customer claims.

CHART NO: 4.22

DELAYING IN CUSTOMER CLAIMS

52
TABLE NO: 4.23 NOT ACCEPTING THE CUSTOMERS GRIEVANCES TO
RESPOND

Particulars No. of the respondents Percent%

32 26.7%
Strongly agree
20 16.7%
Agree
20 16.7%
Neither agree nor disagree
28 23.3%
Disagree
20 16.7%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 26.7% of the respondents said that strongly agree,
16.7% of the respondents said that agree, 16.7% of the respondents said that neither agree
nor disagree, 23.3% of the respondents said that disagree and 16.7% of the respondents said
that strongly disagree towards not accepting the customers grievances to respond. Thus the
majority of the respondents said that strongly agree towards not accepting the customers
grievances to respond.
CHART NO: 4.23

53
 TABLE NO: 4.24 CHARGING UNFAIR PRICE CHARGES FOR
ACCESSORIES

Particulars No. of the respondents Percent%

33 27.5%
Strongly agree
46 38.3%
Agree
22 18.3%
Neither agree nor disagree
8 6.7%
Disagree
11 9.2%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 27.5% of the respondents said that strongly agree,
38.3% of the respondents said that agree, 18.3% of the respondents said that neither agree nor
disagree, 6.7% of the respondents said that disagree and 9.2% of the respondents said that
strongly disagree towards charging unfair price charges for accessories.Thus the majority of
the respondents said that agree towards charging unfair price charges for accessories.
CHART NO: 4.24
CHARGING UNFAIR PRICE CHARGES FOR ACCESSORIES

54
TABLE NO: 4.25 DELAYING TO EXECUTE THE PROMISED SERVICES

Particulars No. of the respondents Percent%

26 21.7%
Strongly agree
13 10.8%
Agree
20 16.7%
Neither agree nor disagree
19 15.8%
Disagree
42 35.0%
Strongly disagree
120 100.0%
Total

Source: Primary data

INFERENCE

The above table shows that 21.7% of the respondents said that strongly agree,
10.8% of the respondents said that agree, 16.7% of the respondents said that neither agree nor
disagree, 15.8% of the respondents said that disagree and 35.0% of the respondents said that
strongly disagree towards delaying to execute the promised services. Thus the majority of
the respondents said that strongly disagree towards delaying to execute the promised
services.
CHART NO: 4.25
DELAYING TO EXECUTE THE PROMISED SERVICES

55
 4.2 CHI-SQUARE ANALYSIS

RELATIONSHIP BETWEEN THE GENDER OF THE RESPONDENTS AND

ETHICAL ISSUES IN HRM

HYPOTHESIS TESTING

Null hypothesis (Ho):

There is no significant difference between the gender of the respondents and ethical
issues in HRM.

Alternative hypothesis (H1):

There is significant difference between the gender of the respondents and ethical issues
in HRM.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

GENDER OF THE
RESPONDENTS *
120 100.0% 0 .0% 120 100.0%
ETHICAL ISSUES IN
HRM

56
 Chi-Square Tests

Asymp. Sig. (2-

Value df
sided)

Pearson Chi-Square 27.475a 17 .051

Likelihood Ratio 34.791 17 .007

Linear-by-Linear Association 16.760 1 .000

N of Valid Cases 120

a. 30 cells (83.3%) have expected count less than 5. The minimum expected count is
.48.

INFERENCE:

As per the above table, it is inferred that the P value is 0.051; it is not
significant to 5% (0.05) significant level. The minimum expected count is 0.48.Thus
null hypothesis is accepted and it is found that there is no significant relationship
between the gender of the respondents and ethical issues in HRM.

57
 4.3 CORRELATION ANALYSIS

RELATIONSHIP BETWEEN ETHICAL ISSUES IN MARKETING

AND ETHICAL ISSUES IN CUSTOMER SERVICE

Correlations

ETHICAL
ETHICAL
ISSUES IN
ISSUES IN
CUSTOMER
MARKETING
SERVICE

Pearson Correlation 1 .535**

ETHICAL ISSUES IN
MARKETING
Sig. (2-tailed) .000
N 120 120

Pearson Correlation .535** 1

ETHICAL ISSUES IN
CUSTOMER SERVICE
Sig. (2-tailed) .000
N 120 120

INFERENCE:

The Above table indicates that out of 120 respondents, co-efficient of correlation
between ethical issues in marketing and ethical issues in customer service is 0.535. It is
below 1. So there is positive relationship between ethical issues in marketing and ethical
issues in customer service.

58
 5.1 FINDINGS

➢ 52.5% of the respondents are male.

➢ 34.2% of the respondents are in the age group 20 - 30 years.

➢ 30.8% of the respondents have completed PG degree.

➢ 39.2% of the respondents have Rs.20, 000-30,000 as their income level.

➢ 41.7% of the respondents have 5 – 10 years experience.

➢ 35.8% of the respondents said that strongly agree towards issues related to cash and
incentive plans.

➢ 36.7% of the respondents said that agree towards issues related to

discriminations of the employees.

➢ 29.2% of the respondents said that strongly agree towards issues related to
performance appraisal.

➢ 32.5% of the respondents said that neither agree nor disagree towards issues related to
restructuring and layoffs.

➢ 39.2% of the respondents said that agree towards issues related to privacy.

➢ 35.8% of the respondents said that strongly agree towards issues related to market
research.

➢ 31.7% of the respondents said that strongly agree towards issues related to pricing.

➢ 58.3% of the respondents said that agree towards issues related to distribution.

➢ 36.7% of the respondents said that strongly agree towards issues related to
advertising and promotion.

59
➢ 48.3% of the respondents said that strongly agree towards issues related to data
collection and privacy.

➢ 34.2% of the respondents said that agree towards conflicts of interest among the
employees.

➢ 45.8% of the respondents said that strongly agree towards issues in work force
diversity.

➢ 38.3% of the respondents said that agree towards managing for ethical conduct in
modern times.

➢ 40.8% of the respondents said that strongly agree towards workplace-safety issues.

➢ 40.8% of the respondents said that agree towards legal liability.

➢ 49.2% of the respondents said that strongly agree towards denying minor customer
complaints.

➢ 27.5% of the respondents said that agree towards delaying in customer claims.

➢ 26.7% of the respondents said that strongly agree towards not accepting the customers
grievances to respond.

➢ 38.3% of the respondents said that agree towards charging unfair price charges for
accessories.

➢ 35.0% of the respondents said that strongly disagree towards delaying to execute the
promised services.

➢ The P value is 0.051. It is not significant to 5% (0.05) significant level. The minimum
expected count is 0.48.Thus null hypothesis is accepted and it is found that there is no
significant relationship between the gender of the respondents and ethical issues in
HRM

➢ Co-efficient of correlation between ethical issues in marketing and ethical issues in

customer service is 0.535. It is below 1. So there is positive

60
 relationship between age of the respondents and ethical issues in marketing ethical issues
in marketing and ethical issues in customer service.

5.2 SUGGESTIONS

➢ The company must implement proper cash and incentive plan for the employees to
motivate them.

➢ There should not be any discrimination based on gender, caste, religion, colour and
etc., in the working place.

➢ There must be bias free performance appraisal. The feedback and report must be
intimated to concerned employees fairly.

➢ The company must restructuring the HR policies based on current contemporary as

well as it must do layoffs if necessary with proper intimation to the employees.

➢ The market research must be carried out to welfare of the customers in order to attain
social benefits.

➢ The pricing strategy adopted by the concern must be based on customer satisfaction.
The price of the products and services must be affordable one for the customers.

➢ The company must take all the efforts to make avail the products in all the areas.
There must be proper distribution strategy with legal boundary.

➢ The advertisements and sales promotional strategies must not contain any unethical
in the industry and on the society. It must be subject to ethical one.

➢ The company must collect the data with the proper ethics and the collected data
should not be misused. It must be maintained confidentially.

➢ The company must ensure the unity among the employees. There should not be any
conflicts among the employees in the work place.

61
 ➢ There must be work force diversity in order to attain the benefits of organizational
goals. There must not be any unethical issues in the work place.

➢ The company must concentrate to ethical conduct in all aspects in order to maintain
the goodwill of the company.

➢ The management must ensure for work place safety always to prevent statutory
issues in future.

➢ The company must contribute to resolve the minor complaints too since customers
essential for the business.

➢ There must be separate customer grievance care cell to take prompt action to satisfy
them.

➢ The company must take all steps to execute the services at promised time for the
customers.

5.3 LIMITATIONS OF THE STUDY

➢ Due to the time constraints, only specific sample size from the entire segment has been
considered for the study.

➢ Whatever the data had been gathered is based on suggestive study but not
exhaustive study.

➢ The researcher found it difficult to collect the questionnaire, since some of the
respondents did not give proper response.

➢ The sample taken for this study is 120 only.

62
 5.4 CONCLUSION

An ethical issue is a circumstance in which a moral conflict arises in the workplace;

thus, it is a situation in which a moral standard is being challenged. Ethical issues in the
workplace occur when a moral dilemma emerges and must be resolved within a corporation.
By establishing clear guidelines for behavior, ethics help create an atmosphere of trust and
respect. This, in turn, leads to greater job satisfaction and productivity. Additionally, ethical
practices help protect both employees and employers from potential legal problems. The
management has to concentetare to prevent the ethical issues in every of its performance. If it
ignores to maintain ethics in every aspect, the survival in the industry is very difficult one.
Hence in order to survive, increase its reputation and to escape form statutory penalties, the
company must contribute its focus in preventing the ethical issues in all aspects.

ethical issues in overall management are of critical importance in today's business

environment. Organizations need to understand the ethical implications of their actions and
decisions and adopt ethical practices that promote social responsibility, integrity, and
transparency. This involves developing ethical codes of conduct, training employees on
ethical behavior, establishing effective communication channels, and promoting a culture of
ethical awareness and responsibility. Failure to address ethical issues in management can lead
to legal, financial, and reputational consequences that can negatively impact the organization's
long-term success. Therefore, it is crucial for organizations to prioritize ethics and make it an
integral part of their overall management strategy.

63
 BIBLIOGRAPHY

BOOKS:

➢ K. Aswathappa, (2008) “Human Resource Management”, Tata Mcgraw Hill

publishing ltd, New Delhi. Fifth Edition, Page Number 24-26.
➢ K.Aswathappa, “Organisation behavior”, 9th edition, Himalaya house publishing, Page
Number 320-340.
➢ Fred luthas, “Organisation behavior”, 5th edition, Chand & co Ltd, Page number 67- 72.
➢ Dr. C.B.Gupta, (2001)” Human Resource Management”, Sultan Chand & Sons, New
Delhi, Page number 62-78.
➢ S.N. Murthy,Dr.V. Bhojanna (2008) “Business Research Methods” published by Excel
Books, New Delhi, Second Edition, Page number 64-72.
➢ Stephen.P.Robbins, “Organisational behavior”, 13th edition, Prentice, Hall of India,
Page number 118-127.

JOURNALS:

➢ AngappaGunasekaran (2012), “The future of operations management: An outlook and

analysis”, Volume 135, Issue 2, February 2012, Pages 687-701.
➢ JungwooLEE (2022), “Determinants and effects of using ethical management system
in Korean logistics companies”, Elsevier, Volume 38, Issue 1, March 2022, Pages 1-9.
➢ Jose-FernandoJimenez (2022), “Towards the ethical awareness integration on
industrial performance management systems”, Elsevier, Volume 55, Issue 10, 2022,
Pages 3232-3237.
➢ WalidCheffi (2023), “Ethical leadership, management control systems and circular
economy in SMEs in an emerging economy, the UAE”, Volume 156, February
2023, 113513.
➢ WaymondRodgers (2023), “An artificial intelligence algorithmic approach to ethical
decision-making in human resource management processes”, Elsevier, Volume 33,
Issue 1, March 2023, 100925.
➢ Kitson, A., Campbell, R. (2000). Ethical Issues in Operations Management. In: The
Ethical Organisation, Springer link, PP 195–207

64
 ➢ Marc Le Menestrel (2008), “Ethics in Operations Research and Management
Sciences: A never-ending effort to combine rigor and passion”, Elsevier, Volume 37,
Issue 6, December 2009, Pages 1039-1043.
➢ Ugonna Augustina Ofurum (2019), “Multidimensional Ethical Dilemmas of
Contemporary Organizations”, nternational Journal of Innovation and Economic
Development,Volume 5, Issue 3, August 2019, Pages 7-18
➢ Mohammed T. Nuseir (2019), “Ethical issues in modern business management”,
International Journal of Procurement ManagementVol. 12, No. 5, PP 592-605.
➢ Iyioriobhe Ezekiel Ehior (2019), “Diversity and Ethical Issues in the Organizations”,
International Journal of Academic Research in Business and Social Sciences, Vol. 9,
No. 2, Feb, 2019, E-ISSN: 2222 -6990.
➢ Abalala, T.S., Islam, M.M., & Alam, M.M. (2021). Impact of ethical practices on
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WEBSITES:

➢ www.aravindceramics.com

➢ www.industrytrends.com

➢ www.mbanotes.com

➢ www.ceramicsindustry.com

➢ www.researchgate.com

65
 QUESTIONNAIRE

1. Name:

2. Gender

a) Male b) Female

3. Age

a) Below 20 years b) 20 - 30 years c) 31 - 40 years

d) 41 – 50 years e) Above 50 years

4. Educational qualification

a) HSC b) UG c) PG d) Diploma e) Others

5. Monthly salary

a) Below Rs. 20,000 b) Rs.20,000-30,000

c) Rs. 30,000-40,000 d) Rs. 40,001-50,000 e) Above Rs. 50,000

6. Experience

a) Below 5 years b) 5 – 10 years c) 11 – 15 years

d) 15- 20 years e) Above 20 years

66
Ethical issues in HRM

Strongly

Strongly
Disagree
agree nor

disagree
Neither
Agree
agree
7.Issues related to Cash and Incentive
Plans

8.Issues related to Discriminations of

the employees

9.Issues related to Performance

Appraisal

10.Issues related to Restructuring and

Layoffs

11.Issues related to Privacy

Ethical issues in marketing

Neither agree
nor disagree
Strongly

Strongly
Disagree

disagree
Agree
agree

12.Issues related to Market research

13.Issues related to Pricing

14.Issues related to Distribution

15.Issues related to Advertising and

Promotion

16.Issues related to data Collection

and Privacy

67
Ethical issues in various areas of management

Strongly

Strongly
Disagree
agree nor
disagree

disagree
Neither
Agree
agree
17.Conflicts of interest among the
employees

18.Issues in work Force Diversity

19.Managing for ethical conduct in

modern times

20.Workplace-Safety Issues

21.Legal Liability

Ethical issues in customer service

Strongly agree

Neither agree
nor disagree

Strongly
Disagree

disagree
Agree

22.Denying minor customer

complaints
23.Delaying in customer claims
24.Not accepting the customers
grievances to respond
25.Charging unfair price charges for
accessories
26.Delaying to execute the promised
services

27. Suggestions

68