This paper explores the moral responsibility a manager has toward a worker. The primary focus is upon those relationships whereworkers have been led to trust their managers. I argue that in such circumstances, models of the employment relationship based on rational self-interest fail to adequately describe the behavior of the actors. Rather, I show through case studies how trust operates in these environments to supercede pure, self-interested behavior. I then explore the moral implications of this finding relative to those managers (...) who lead their workers to trust them. I make the claim that these managers cannot adequately discharge their moral obligations unless they take on positive moral obligations. I cast this responsibility as one of positive care for some portion of worker welfare and briefly discuss what this might mean in practice. (shrink)

This article explains and criticizes several of Hume's arguments regarding British economic policy. I focus on Hume's methodology, which is essentially utilitarian but also depends heavily on his philosophical account of human psychology. I claim that the arguments examined prevail over competing 18th century approaches to economic policy. And I explain the relevance of this methodology for present day public policy debates.