What do you feel are Esterkins options? What are potential legal implications of termination? Is the risk to the workforce greater than the risk of terminating Malatson?

this is a case study. Please answer this question the case study is given below

PEGGY ESTERKIN WAS in a good mood. She had just been recognized for 10 years of successful service with Svensoro Components Incorporateda familyowned company that makes metal parts for the aircraft and rail industries. It was unusually busy for the time of year, but the workforce was content and generally satisfied with management. While Esterkin was still basking in her 15 minutes of fame, she received an e-mail message containing the most difficult issue she has had to deal with in her entire career. Although she works for a progressive company, she knew that there would be those in the company who would not take well to the situation the e-mail presented. The e-mail Esterkin received was from a feedback system the company established to give employees a chance to anonymously sound out complaints, concerns and suggestions. Employee identification is not tracked. The e-mail was written in unclear language and so she had to read it several times in order to understand it I was completely taken back, Esterkin says. I thought it was a joke. The message was from an employee who stated that he would quit if another employee, Joe Malatson, was not fired. Joe Malatson, however, was an ideal employee. Being one of the most senior machinists, he had been with the company since it first opened two decades earlier. Earning consistently high performance ratings, he was an employee who set an example of excellence. He was also well liked by all and frequently volunteered to organize social activities throughout the year. So Esterkin found it surprising that this e-mail was attacking Malatsons character. It seemed that Malatson had confided to a coworker that he would be taking time off and upon his return would be changing his name to Josephine. He was in the process of a gender change. Much has been written about the nature of such a procedure, the emotional stress and the motivation of individuals going through it, as Esterkin discovered upon investigating the topic. As the human resources director, Esterkin knew that she had to deal with the issue fast, in a highly confidential manner. Knowing that Malatson was a reasonable and intelligent individual, Esterkin asked for a meeting with him at a coffee shop near the office. Upon asking a number of questions, it was confirmed that Malatson was in the initial stages of the difficult procedure and had intended to inform HR of his request for a leave shortly. She informed him of his rights under leave of absence policies and the benefits available to him. A feeling of comfort was established and he seemed more confident. But when Esterkin informed Malatson of the comment made by a coworker, his attitude changed and tears ran down from his eyes. He knew that the consequences were going to be difficult, but was holding out for total acceptance by those who thought of him as a brother in the past. He was ready for everyone to know. In the following days, Esterkin set out to develop a plan of action in order to help Malatson integrate into the workplace after the change. The plan called for each supervisor to communicate the situation to their employees, including company discrimination policies and a few facts about the procedure. Malatson would also be allowed to take a longer than average leave of absence with a graduated return to work schedule. The aim was to gain acceptance on the part of coworkers and make disruption to the workplace minimal. He reluctantly agreed to the plan and appeared excited. In the days after the matter was made public, Malatson experienced a range of treatment from those who were indifferent to him before. Many showed support for him. Others did not. The president of the company, a founding family member, went as far as secretly ordering Esterkin to terminate Malatson and pay a reasonable settlement. His argument was that such a change would cause confusion and workers would lose focus resulting in decreased quality and productivity. Esterkin found the argument unjustified. Malatsons supervisor also felt uncomfortable with the situation, but really liked Malatson and respected his work. Joe is the best guy we have, he said. He is a great mentor to our junior staff .instrumental in building the company and his family was deeply rooted in the nearby neighbourhood. Overall, Esterkin was shocked by the ignorance of many of the other employees, including the office staff. It was clear that Josephine Malatson would not enjoy the same respect as Joe Malatson. Regardless, while she knew her choice may not be popular, she also knew she had to do the right thing