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Assignment: Ethics Analysis
Student name
Course
Instructor
November 28, 2024
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Academic Integrity Declaration Statement
I acknowledge that I have read and understood University Canada West’s policy on
academic integrity and plagiarism. I declare that this submission is my own work and
all sources are fully referenced.
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Ethics Analysis
Stakeholders
Stakeholders are any parties who can influence or be influenced by the project's objectives
including both internal and external customers, the project team, and the community at large.
Their importance further depends on attributes such as power, legitimacy, and urgency that
can change in the course of the project lifecycle (Assudani & Kloppenborg, 2010).
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Mind map of the problem
Selected company: Canadian Tire (Reported in late 2023)
(Wilson, 2024)
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Stakeholder Table
Stakeholder
Temporary Foreign Workers
What Makes Them a Stakeholder
Directly influenced by the project as they were subject
to wage reductions, exploitation, and unfair working
conditions.
Canadian Tire (Corporate)
Influences and is influenced by the reputation and
operational standards across its franchise network.
Franchise Owner (Ezhil
Key decision-maker whose actions directly affected
Natarajan)
workers and store operations.
Ontario Ministry of Labour
Regulates workplace practices and investigates the
allegations, influencing compliance and legal outcomes
(Cicchini, 2024).
Employment and Social
Federal authority overseeing the TFWP, ensuring its
Development Canada (ESDC)
fair application and employer accountability
(CanadaVisa, 2021).
Immigration Consultant (Allison
Facilitated the hiring process but allegedly charged
Jones Consulting Services Inc.)
excessive fees to workers, influencing their exploitation
(Protected, 2024).
Workers’ Advocacy Groups
Represent workers' rights and enhance their voices,
advocating for fair treatment and system reforms.
Local Customers
External customers are influenced by the store's
operations and potential impact on its reputation within
the community.
Media (e.g., The Globe and
Shares information about the case, influencing public
Mail)
perception and corporate accountability.
Canada’s Indigenous Peoples
While not directly connected to this specific case, they
are potential stakeholders if any local Indigenous
workers, businesses, or land-use considerations are
involved. Not included in the mind map as no explicit
connection was identified in the case.
Note on Indigenous Peoples: No specific connections to the case were identified in the
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reports, so Canada's Indigenous Peoples were not included in the mind map. However, they
are a recognized broader stakeholder group when considering systemic labor issues, land use,
or regional representation in corporate practices.
Relationship between the company and its problem
Worker Advocacy Groups (e.g., Montreal Workers' Rights Group): These groups advocate
for the rights of Temporary Foreign Workers, exposing exploitative practices such as wage
reductions and role misrepresentation. Their relationship with Canadian Tire is through
exposing labor violations in franchises under it, demanding accountability, and supporting
impacted workers through legal actions and public awareness campaigns.
Mind map of the external stakeholder
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Library Research Terms
Critical Component Selected: Advocacy Campaigns (from Operational Commitments)

Worker advocacy campaigns

Temporary Foreign Worker Program (TFWP) advocacy

Labor rights movements in Canada

Employee exploitation prevention

Advocacy for immigrant workers

NGO labor rights campaigns

Canadian labor policy and worker protection

Legal aid for exploited workers

Advocacy campaign strategies

Ethical labor practices advocacy
Academic Sources
Source 1
Savage, L. (2009). Workers’ rights as human rights. Labor Studies Journal, 34(1), 8–20.
https://doi.org/10.1177/0160449x08328889
This article explores the changing role of human rights discourses in Canadian labor
movements, particularly through the lens of the Canadian Charter of Rights and Freedoms. It
covers the change of perspective from individualized views of worker rights to collective
rights as human rights, stressing a global view of labor rights. The rise of the "workers' rights
as human rights" mantra, which has been fronted by unions such as UFCW and NUPGE, and
the attendant legal and political challenges to labor, is analyzed in this article, which critiques
the move toward rights-based strategies in the law.
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Source 2
Chartrand, T., & Vosko, L. F. (2020). Canada’s Temporary Foreign Worker and International
Mobility Programs: Charting change and continuity among source countries.
International Migration, 59(2), 89–109. https://doi.org/10.1111/imig.12762
This article examines recent changes and continuities in Canada's Temporary Foreign Worker
Program (TFWP) and International Mobility Program (IMP). It reviews changing migration
patterns, wherein Latin American and Caribbean migrants are more likely to be involved in
the TFWP, while the IMP route is the source of entry for all other regions. It reviews the
history of exploitation and racialization connected specifically with the workforces from
India and China. They also outline how these programs are fluid and being shaped by trade
agreements, like NAFTA, that have empowered employers and shaped the conditions and
rights enjoyed by Canadian temporary migrant workers.
Source 3
Stanley, M. L., Neck, C. B., & Neck, C. P. (2023). Loyal workers are selectively and
ironically targeted for exploitation. Journal of Experimental Social Psychology, 106,
104442. https://doi.org/10.1016/j.jesp.2022.104442
This study discusses the relationship between employee loyalty and exploitation in the
workplace. Loyalty is something that is traditionally considered a positive moral virtue that
fosters trust and cooperation. However, the authors hypothesize that employees who are
known for loyalty become more vulnerable to exploitation. Loyal workers make personal
sacrifices for their employers, and managers believe such workers can tolerate unfair
treatment, such as working extra hours without compensation. This leads to a vicious cycle
where loyal employees are increasingly exploited. Loyalty can sometimes lead to unethical
practices and worsen the conditions for workers instead of being an entirely positive attribute.
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Recommendations
To improve the company’s relationship with its workers, the following recommendations are
suggested:
1. Implement Fair Compensation Practices: Ensure that loyal workers are appropriately
rewarded for additional work to avoid exploitation.
2. Strengthen Support Systems: Create opportunities for temporary workers to report
concerns without fear of retaliation.
3. Offer Career Development Opportunities: Support long-term worker loyalty through
training programs and clear career pathways.
4. Promote Transparency and Ethical Management: Encourage open communication
about expectations and ensure that loyalty is not misused.
5. Engage in Regular Stakeholder Dialogue: Actively engage employees in decisionmaking to promote mutual respect and trust.
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Memo
To: Greg Hicks, CEO, Canadian Tire
From: Student name
Date: November 20, 2024
Subject: Addressing Employee Exploitation and Engagement with Worker Advocacy Groups
The Etobicoke location of Canadian Tire is being investigated for reportedly abusing and
financially exploiting Temporary Foreign Workers (TFWs). Worker advocacy groups are the
primary external non-governmental stakeholders in this case. They are important because
they ensure fair treatment and protect workers' rights, particularly when vulnerable groups
like temporary foreign workers are involved.
Significant Component
The most significant issue that was identified in the mind map was worker advocacy groups
focusing on fair wages and integrity in jobs. Research shows that exploitation of labor, such
as arbitrary wage cuts and mismatched job duties, is a more common violation of labor rights
by advocacy groups. This is a concern because it is not only related to employee welfare but
can also bring reputational damage to Canadian Tire if the problem continues unabated.
Research Overview
Larry Savage's article on how Canada's labor laws have changed since the Charter of Rights
and Freedoms was created, with a specific focus on how workers' rights are now included in
discussions of human rights. Savage adds that this approach has gained popularity but risks
depoliticizing workers' movements by prioritizing individual rights above collective labor
power. The impact of recent changes in the countries of origin for temporary migrant workers
in Canada is looked at in the second by Tyler Chartrand and Leah F. Vosko. Despite
changing policies, the authors conclude that racialization and exploitation are still deeply
rooted in these programs' design. Lastly, the study by Matthew L. & other authors explores
the potential of workplace exploitation of employees who are perceived as loyal. They find
that loyal employees typically fall into a loop of self-sacrifice that strengthens their reputation
for loyalty, which leads to increased exploitation.
Findings
My research found that legal, social, and ethical frameworks are related to labor and workers'
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rights. Policies relating to working conditions and rights impact stakeholders such as
employers, migrating workers, and labor unions. Whether through individual rights discourse,
migrant labor exploitation, or loyalty-driven workplace abuses, I found that ethical
challenges, such as the exploitation, and depoliticization of labor, persist in different
situations, showing gaps in labor relations.
Recommendations
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Implement transparent wage policies and ensure workers are not given duties outside
their contractual roles.
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Discuss with worker rights groups to address concerns and proactively work towards
resolving any disputes.
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Review the hiring and treatment practices of TFW employees to prevent exploitation
and ensure compliance with labor laws.
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Create confidential channels for employees to report mistreatment without fear of
retaliation.
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Show commitment to fair labor practices through public statements and internal audits
to prevent exploitation.
Canadian Tire can better align with stakeholder expectations and build a stronger, more
ethical relationship with its workforce and advocacy groups by taking these steps.
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References
Assudani, R., & Kloppenborg, T. J. (2010). Managing stakeholders for project management
success: an emergent model of stakeholders. Journal of General Management, 35(3),
67–80.
CanadaVisa. (2021, December 31). About Employment and Social Development Canada
(ESDC). Canadavisa.com. https://www.canadavisa.com/esdc.html
Cicchini, O. (2024, July 12). Ministry of Labour Ontario: The Procedures for Claims and
Complaints. Ministry of Labour. https://www.peninsulagrouplimited.com/ca/resourcehub/ministry-of-labour/ministry-of-labour-ontario-claims-andcomplaints/#:~:text=The%20Ministry%20of%20Labour%20Ontario%20provides%20
information%20resources%20for%20employers,workplace%20practices%20and%20
payroll%20records.
Protected, E. (2024, October 29). Workplace advocacy: Championing employee rights and
well-being. Rights in Action. https://rightsinaction.org.au/workplace-advocacychampioning-employee-rights-and-well-being/
Wilson, J. (2024, October 2). Canadian Tire store under investigation for alleged
exploitation of temporary foreign workers. Canadian HR Reporter.
https://www.hrreporter.com/focus-areas/employment-law/canadian-tire-store-underinvestigation-for-alleged-exploitation-of-temporary-foreignworkers/388876#:~:text=The%20investigation%20centers%20around%20the,reporte
d%20The%20Globe%20and%20Mail.