Courtland Kelley worked as a safety inspector and Global Delivery Survey for General Motors (GM) and was an employee of the company for over 30 years. During his time as a safety inspector, Kelley encountered many problems and serious safety concerns with cars manufactured by GM. In 2001, Kelley noticed a leakage issue with the Trailblazer fuel ignition line. After a long battle with GM, they eventually issued several recalls for the Trailblazer. However, Kelley’s allegations and involvement in the case caused him to be removed from his position and reassigned to another division, effectively ending his career advancement goals with GM. In 2014, the case resurfaced when GM recalled the Cobalt for faulty ignitions, the successor to the Cavalier, a car Kelley managed in the early 2000’s.
Although Kelley did his best to be a whistleblower in the case and get GM to recall vehicles, he might have been able to do more to help the case. Kelley could have motivated his co-workers to stand with him and attempt to change the culture at GM. Employees were in fear of losing their jobs if they spoke up about the issues. Additionally, employees did not take responsibility to fix problems and only participated in the “GM nod.” Employees acknowledged that action needed to be taken but no one took personally responsibility …show more content…
Kelley had an obligation as an engineer to report his safety concerns to protect the wellbeing of the public. Kelley actively worked to report all safety issues and thought he was doing the right thing by setting an example for others to also speak up. He also tried his best to go through the proper channels within the company before making the case public. However, it was clear that the management at GM was extremely ineffective. His supervisors ignored the situation, did not report the problems to others, and failed to take corrective
Although Kelley did his best to be a whistleblower in the case and get GM to recall vehicles, he might have been able to do more to help the case. Kelley could have motivated his co-workers to stand with him and attempt to change the culture at GM. Employees were in fear of losing their jobs if they spoke up about the issues. Additionally, employees did not take responsibility to fix problems and only participated in the “GM nod.” Employees acknowledged that action needed to be taken but no one took personally responsibility …show more content…
Kelley had an obligation as an engineer to report his safety concerns to protect the wellbeing of the public. Kelley actively worked to report all safety issues and thought he was doing the right thing by setting an example for others to also speak up. He also tried his best to go through the proper channels within the company before making the case public. However, it was clear that the management at GM was extremely ineffective. His supervisors ignored the situation, did not report the problems to others, and failed to take corrective