Unit 1 (P 11) HRM in Context: Case Study to Analyze

Journal of Human Resources Education 28 Volume 4, No. 4, Fall 2010

BUSINESS ETHICS AND HUMAN RESOURCE MANAGEMENT:

AN ETHICAL DILEMMA FOR NEW EMPLOYEES

Chris Sharp is a junior consultant with Change Technology (CT), a management consulting firm. Chris joined CT six months ago, after receiving a Bachelor’s degree in Business Administration. With limited experience in consulting, Chris was proud to land the job and survive CT’s rigorous two-month orientation and training program. Over the past few months Chris has been performing research and analysis for Sharon Spade, Managing Principle in CT’s corporate home office. Chris loves the in-house experience and new corporate contacts but is most eager to get on the road with some “real world” customer assignments. Because Chris has worked very hard, Sharon has recommended Chris for a big assignment. Today Chris will visit Colossal Engineering, a prospective client, along with Phil Pompous, Senior Consultant. Phil is CT’s biggest earner and Chris is eager to observe him in action. Chris doesn’t know too much about the sales presentation. Basically Chris is going along to observe the meeting and to do Phil’s “grunt work.”

Running to the airport, Chris bumps into Sharon. She holds the elevator door while Chris fumbles with all of the materials that Phil needs for the trip. Sharon congratulates Chris for landing the big assignment and for being assigned to Phil’s team. When Chris look puzzled, Sharon says, “Oh, didn’t Phil tell you that he is your new boss? You’ll be assigned to him permanently!” Chris mumbles that Phil sends lots of texts and voice messages, but they mainly concern tasks directly related to the sales presentation at hand. Phil did say that he would talk with Chris more during the visit to Colossal Engineering.

On the plane, Chris sits back and tries to relax but the flight is crowded with tourists and Chris is unable to calmly assess his situation with Phil. At baggage claim Phil appears, freshly scrubbed and looking polished and ready for his big presentation. As Chris grabs the materials for the sales visit from the baggage cart, Phil explains the set-up for the day. There will be two hours for Phil to make the presentation. All the top players from Colossal Engineering will be present, armed with questions and pricing concerns. It’s a competitive bid and CT’s biggest competitor will be there too. In fact, the competitor will be on stage in the morning, Colossal will take a one hour lunch break and then Phil will make CT’s presentation after lunch at 1:00 p.m. Phil asks Chris for help and gets a bright gleam in his eyes.

“Your main job today is to help me get set-up, run the presentation, and handle any technical glitch while I’m speaking. Make sure there are plenty of handouts for the client. Try to read the audience, in fact, take notes while I’m speaking. Oh -- there’s one other thing …

”Get a copy of our competitors’ proposal and pricing materials sometime during the day. These meetings are hectic and disorganized – people come and go – there will be an opportunity at some point while the Colossal big shots are out of the room during lunch. Just grab one of the packets and throw it in your briefcase – they’ll never miss it. We’re going head-to-head here; I need any advantage I can get.”

The two arrive at the airport taxi stand. Phil edges toward the curb and is waving for the next car. Chris realizes that the new boss has just asked for something that doesn’t feel quite right. Colossal Engineering headquarters is a short twenty-minute cab ride away.

QUESTIONS FOR REFLECTION

1.      Put yourself in the shoes of Chris Sharp. What would you do? Why?

2.      Is this an ethical dilemma? If so, what kind?

3.      What are the risks of proceeding with Phil’s request?

4.      Put yourself in the shoes of Chris’ colleagues, Sharon Spade and Phil Pompous. How might they think about the issue?

5.     Imagine that you are Vice President of HR for Change Technology in charge of business ethics and employee conduct. How do you think about the issue?

6.      Evaluate the case in terms of cognitive moral development and locus of control. What does this analysis tell you about your own ethical decision-making style?

7.      Evaluate the case in terms of organizational culture and ethical leadership.

8.   What type of training can HR provide to help new employees understand what to do if faced with this situation?