B6731 M3 Assignment 2 Case Study: The Bank President 132549

B6731 M3 Assignment 2 Case Studythe Bank President Has Asked You To Wo

The bank president has asked you to work with Jeffrey Lay to develop a cross-functional work team where the employees are empowered to research, analyze, and develop new products and services. The president wants to recruit for this team internally before considering external recruitment. Selected current employees will earn promotions and be transferred to headquarters due to potential earnings from the new projects.

The potential projects include centralized document sharing, e-banking, cyber cash, self-inquiry facilities, security and fraud detection, among others. The team will include experts from different functional areas with skills in researching, developing, planning, and implementing projects. Candidates should have a history of collaboration, excellent performance, openness to innovation, and teamwork skills.

You and Jeffrey Lay have reviewed performance appraisals, employment information, and interviewed candidates. During a meeting discussing your recommendations, Jeffrey Lay expressed concerns about three candidates—Aditi Patel, Diego Cruz, and Donald Ford—and about your selection process, policies, and approach to diversity and inclusion. Jeffrey Lay opposed some recommendations based on disability, nationality, previous promotions, and questions of loyalty, suggesting that decisions should favor his preferred candidates and raising legal and policy concerns.

Jeffrey Lay also indicated that he considers his mentee, Andrew Fastow, suitable for team leadership and expressed reluctance to consider candidates who question his decisions or are not aligned with his views. He dismissed the importance of expert research and development as part of the team’s tasks and suggested bypassing policies, contrary to HR and EEOC guidelines.

You are tasked with researching and re-evaluating the candidate recommendations, considering policies, legal requirements, and diversity principles, preparing a report for your supervisor and HR. Your report should describe the situation, your recommendations, and help in managing this ethical and legal dilemma effectively.

Paper For Above instruction

The scenario presents a complex human resources and ethical challenge within the context of a corporate team-building initiative aimed at innovation and product development. The primary issues involve bias, adherence to policies and legal standards, diversity and inclusion, and fairness in candidate selection amid managerial interference. Analyzing these issues requires consideration of HR policies, EEOC regulations, ethical principles, and organizational diversity strategies to recommend an equitable, lawful, and effective approach.

Introduction

The establishment of cross-functional teams is essential in contemporary organizations seeking innovation and competitive advantage. Such initiatives rely heavily on fair and unbiased selection processes that abide by employment laws and promote diversity. The case study highlights conflicts between organizational goals and managerial biases, creating a need for a structured approach rooted in HR best practices and ethical standards. The following examination elucidates these challenges and proposes recommendations aligned with legal and ethical commitments to fairness, diversity, and inclusion.

Context and Stakeholder Analysis

The core stakeholders include the bank president, Jeffrey Lay, the candidates, HR, and the broader organization. Jeffrey Lay exhibits bias against candidates based on nationality and disability, and his preferences favor internal candidates while dismissing qualified applicants. The candidates—Aditi Patel, Diego Cruz, and Donald Ford—bring diverse backgrounds, skill sets, and potential biases from internal perceptions. HR aims to uphold legal standards, ensure fairness, and promote diversity, while the president's strategic goals emphasize innovation through internal recruitment.

Legal and Ethical Frameworks

Adherence to EEOC guidelines and employment law is paramount. Discrimination based on disability, nationality, or other protected statuses violates laws such as the Americans with Disabilities Act (ADA) and Title VII of the Civil Rights Act. Ethical principles rooted in fairness, transparency, and diversity management mandate unbiased candidate evaluation. Organizations must foster an environment where decisions are made based on merit, skills, and potential contributions, not biases or favoritism.

Challenges and Dilemmas

The primary dilemmas include Jeffrey Lay’s discriminatory attitudes, bypassing policies, and undermining fair selection criteria. His opposition to candidates due to disability (Aditi Patel), nationality (Diego Cruz), and loyalty (Andrew Fastow) conflicts with legal obligations and organizational values. Additionally, his interference jeopardizes the fairness and transparency of the process, risking legal repercussions and damaging organizational culture.

Furthermore, Jeffrey Lay’s assertions that certain functions do not require expertise and his intent to promote his mentee raises conflicts of interest and questions about meritocracy. His dismissiveness towards policies raises concerns about organizational governance and compliance with ethical standards.

Recommendations

To address these issues, a comprehensive, policy-driven approach is necessary:

  1. Establish an Objective Selection Framework: Develop transparent criteria emphasizing skills, experience, teamwork, and innovation potential. Use structured interviews and standardized assessments to evaluate candidates fairly, minimizing biases.
  2. Ensure Compliance with Legal Standards: Confirm that all candidate evaluations and decisions adhere to EEOC guidelines and employment laws. Discrimination based on disability or national origin should be explicitly prohibited and scrutinized.
  3. Involve Human Resources and Diversity Officers: Engage HR and DEI (Diversity, Equity, and Inclusion) specialists to oversee candidate selection, ensuring fairness and adherence to policies.
  4. Implement Unbiased Recruitment Policies: Reaffirm organizational policies that promote non-discriminatory practices. Conduct bias-awareness training for decision-makers.
  5. Manage Managerial Influence: Clearly communicate to Jeffrey Lay that final decisions must align with organizational policies and legal standards. Provide him with guidance on ethical decision-making.
  6. Promote Diversity and Inclusion: Recognize the value of diverse candidate backgrounds. Advocate for inclusion strategies that consider talent and potential without bias.
  7. Address Managerial Ethical Concerns: Document Jeffrey Lay's statements and actions. Discuss with senior management the implications of biased decision-making and potential conflict of interest.
  8. Develop a Conflict Resolution Plan: Facilitate discussions among stakeholders to reach consensus on candidate selection and team composition that supports organizational goals and ethical standards.
  9. Reconsider Candidate Recommendations: Re-evaluate candidates based on objective criteria and legal compliance, potentially substituting biased-selected candidates with those who meet the criteria fairly.
  10. Foster a Culture of Ethical Leadership: Cultivate leadership that values fairness, agentic behavior, and adherence to legal and ethical standards in decision-making processes.

Conclusion

The successful formation of a cross-functional team dedicated to innovation necessitates a principled, fair, and lawful candidate selection process. Managers like Jeffrey Lay must be guided to understand the importance of unbiased decision-making aligned with organizational policies and legal standards. Implementing structured selection criteria, involving HR professionals, and promoting diversity are vital steps toward establishing a fair workplace that leverages the best talent regardless of personal biases. Ethical leadership and compliance are critical to fostering trust, legal conformity, and organizational success in the pursuit of innovation and excellence.

References

  • Barsky, A. E. (2019). Ethical issues in human resource management: A review of recent literature. Journal of Business Ethics, 154(1), 19-28.
  • Bell, M. P. (2018). Diversity in organizations: Concepts and practices. Routledge.
  • Equal Employment Opportunity Commission (EEOC). (2020). Laws enforced by EEOC. https://www.eeoc.gov/statutes/laws-enforced-eeoc
  • Gosfield, A. (2017). Human resource management principles. Harvard Business Review Press.
  • Kaptein, M. (2015). The moral entrepreneur: An ethical perspective on HR policies. Journal of Business Ethics, 125(2), 301-317.
  • MOORE, D. & M. (2019). Managing diversity in the workplace: Strategies and best practices. Journal of Organizational Culture, Communications, and Conflict, 23(1), 45-61.
  • Roberson, Q. M. (2019). Diversity in the workplace: A review of recent research. Annu. Rev. Organ. Psychol. Organ. Behav., 6, 69-88.
  • Schneider, B. (2020). Organizational climate and culture. Annual Review of Organizational Psychology and Organizational Behavior, 7, 113-138.
  • Shen, J., Chanda, A., D’Netto, B., & Monga, M. (2020). Managing diversity and inclusion in global organizations. Journal of World Business, 55(2), 101109.
  • Werner, S. (2016). Fairness in employee selection and promotion. Journal of Applied Psychology, 101(4), 541–557.

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