In February 1995, workers informed Mandarin International their intent to form a union. The company responded by closing the plant on February 8. The company security guards attacked and beat some of the female workers. On February 9, the company agreed to end the lockout, recognize the union, and comply with El Salvador’s labor code. However, a few days later, the company fired over 150 union members and supporters (Velasquez, 489).

Gap management became aware of the situation late March. Stanley Raggio, senior vice president for international sourcing and logistics, went to investigate the situation. Unfortunately, he did not find any evidence of human rights abuses or other violations of the company’s corporate sourcing policies. (Velasquez, 489). However, he will continue to monitor the situation. In April, the Gap suspended placement of new orders. It was decided that no more orders would be placed, until it had been determined if the allegations were well founded.

On May 15, the Mandarin workers union called a work stoppage to protest the continual firings of union people. The company cl

Moral problems in management involve benefits for some groups or individuals, and harms for others. Each solution will have a mixed outcome.

Pass federal legislation to protect the workers

The vendors (they would loose control over their factory workers)

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