ETHICAL APPLICATION: TERMINATION 1
Ethical Application: Termination
Luisa Hunt
Liberty University
BUSI-643 Workforce Planning and Employment
Dr. Colleen McLaughlin
October 10, 2025
Ethical Application: Termination
Dismissing, terminating, or releasing an employee can be a challenging and often
uncomfortable skill to acquire. As a manager or human resources (HR) representative, there
may come a time when you need to meet with an individual and inform them that they are no
longer part of the organization. In the role of the person executing the termination, one may
experience a range of emotions and thoughts, including questions such as whether the decision
is justified, the possibility of legal repercussions, or concerns about infringing on the employee's
ETHICAL APPLICATION: TERMINATION 2
rights. Oftentimes, however, management would employ the tactic of quiet firing (QF). “QF can
be described as a situation where managers or organizations deliberately create an environment
that undermines employees’ sense of value, passively encouraging voluntary resignation by
withholding support, opportunities, and constructive feedback” (Atiku et al., 2025). The practice
of quiet firing entails making the job as unpleasant as possible for the employee so that they
would rather quit than be directly terminated. This practice brings forth numerous ethical
concerns, including deception, trust, fairness, the possibility of discrimination, and issues within
the organizational culture.
Deception and Trust
Quiet firing can be seen as a deceptive practice, creating mistrust from not only the
employee being let go but also the current employees. “QF can promote a culture of mistrust
and uncertainty, affecting teams’ productivity and employee retention” (Atiku et al., 2025). This
can be detrimental to the performance of the team, which can affect the performance of the
organization. The deceit and mistrust stem from the management team, who may attempt to
remove responsibilities from the employee, deny growth opportunities, isolate the employee, or
neglect to provide feedback and support to the employee. Psalm 101:7 (NIV) states, “No one
who practices deceit will dwell in my house; no one who speaks falsely will stand in my
presence” (Bible Gateway, n.d.). This verse emphasizes the commitment to being truthful and
trustworthy, and that leaders must not be deceitful.
Fair Practices
As an employee of an organization, there is a level of fairness that one expects. When
management decides to use the practice of QF, it leads to unfair treatment. “QF can lead to a
decrease in overall job satisfaction and cohesion among remaining employees, as they may
perceive the situation as unfair or unjust” (Atiku et al., 2025). The unfair treatment of QF can
lead to decreased performance, mental and emotional distress, and a feeling of isolation.
Proverbs 21:15 (NIV) states, “When justice is done, it brings joy to the righteous but terror to
ETHICAL APPLICATION: TERMINATION 3
evildoers” (Bible Gateway, n.d.). This verse highlights the need to do what is right and fair. By
denying the employee to correct their actions or withholding the employee from advancing,
management is conducting unethical practices.
Possibility of Discrimination
QF can be seen as discriminatory, especially if it targets an employee of a protected
class. FitzSimons (2025) stated that communities of color face racialized experiences, and QF
may emerge based on the prominence of one’s racial identity. FitzSimons (2025) further stated
that QF is a critical social justice perspective that acknowledges racism as a systemic issue that
aims to harm and marginalize racially minoritized individuals. Numerous members of the
minoritized community endure QF while risking their social privileges. QF can cause legal
repercussions to the organization if harassment, discrimination, or retaliation is a factor.
Organizational Culture
The phenomenon of QF reflects an organization's culture, which is shaped by a
company's values, the treatment of employees, and how well leadership aligns with
organizational priorities. Leaders must consistently model and reinforce the values of the
organization so that they can earn the trust and commitment of their employees. Organizations
with a strong, positive culture will achieve higher employee engagement and experience lower
turnover rates (Oquendo et al., 2024). Quiet Firing highlights the importance of organizations to
develop a nurturing and open culture. Neglecting this aspect can lead not only to the loss of
talent but also to the creation of an atmosphere where employees feel pressured to withdraw
instead of flourishing (Oquendo et al., 2024). Organizational culture is very important because it
is the reputation of the organization. A good culture will foster good employees and attract
more qualified individuals. It also promotes a healthy work environment, leading to higher
performance and overall well-being of employees.
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Performance Management System
Instead of turning to QF as a solution to underperforming employees, organizations
should have a performance management system in place. Having a performance management
system in place allows organizations to detect and treat performance problems before they
become so harmful and intractable that discharge is the only recourse (Judge &
KammeyerMueller, 2022). This system allows for a well-documented process in which the
employee was given training, evaluations, and corrective actions to fix their performance issues.
This process is also ethical as it provides the employee with an opportunity to fix their mistakes,
and allows the organization to terminate employment with the proper paperwork in place.
References
Atiku, S. O., Jeremiah, A., & Genty, K. I. (2025). Effects of workplace silence, quiet quitting,
and quiet firing on employee turnover: evidence from the service industry. International
Journal of Organizational Analysis. https://doi.org/10.1108/ijoa-04-2025-5389
Oquendo, S. Y., Bell, R. L., & Kitenge, E. (2024). Which Came First, Quiet Quitting or Quiet
Firing? The Paradox of Constructive Discharge vs Employee Disengagement.
https://doi.org/10.13140/RG.2.2.35079.10407
FitzSimons, F.G. (2025). Demystifying Quiet Quitting and Quiet Firing Through a Racialized
Lens for Career Practitioners. National Career Development Association. Ncda.org.
https://www.ncda.org/aws/NCDA/pt/sd/news_article/578608/_PARENT/
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Judge, T., & Kammeyer-Mueller, J. (2022). Staffing organizations (10th ed.). McGraw-Hill
Education.
Bible Gateway. (n.d.). Psalm 101:7 NIV - - Bible Gateway. Www.biblegateway.com.
https://www.biblegateway.com/passage/?search=Psalm%20101%3A7&version=NIV
Bible Gateway. (n.d.). Proverbs 21:15 NIV - - Bible Gateway. Www.biblegateway.com.
ETHICAL APPLICATION: TERMINATION 5
https://www.biblegateway.com/passage/?search=Proverbs%2021:15&version=NIV
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