Reference no: EM133045322

Critically discuss the dilemmas the HR manager was faced with using the following ethical principles: utilitarianism and Kant's categorical imperative. Start your answer to this question by explaining each theoretical concept.

You are the newly appointed HR manager for the Thembeka Construction company. After ten years of being in the industry, the company is now a known and a trusted brand. They are listed on the Johannesburg stock exchange. They always have a long list of jobs waiting for them, from both government and the private sector, because organisations trust their brand. Their claim is that they have been this successful because, from the beginning, their emphasis has been on doing their best and also employing and keeping the best talent. Thembeka Construction also claims that they provide a range of training and development opportunities, bursaries and other benefits for employees, including performance rewards. Bernard happens to be the CEO of Thembeka Construction and Zoe, who started a year ago, is the HR manager. Over the past two months, the HR manager and her team have been busy with the sifting of CVs for the position of procurement manager in the company. When they started the selection process, the HR manager highlighted to the team that Thembeka Construction prides itself in hiring excellent talent and that they should follow this principle in the selection process. While they were busy sifting through the CVs, the CEO passed by the HR manager's office. He just stood at the door and started speaking. He wanted to know how many people had applied and whether or not they had been able to attract good applicants. The HR manager told him it was promising. It sounded like a good conversation and the CEO left. After a few minutes, the HR manager received a call from the CEO. The CEO wanted her to come to his office. Although reluctant because of the work they were busy with, she told the team she would be back in a few minutes. In the CEOs' office, the CEO told her that what he was about to say must remain between the two of them. He then told the HR manager that his niece had also applied for the position and he asked the HR manager to ensure the niece gets shortlisted and also gets the job. The HR manager could not hide her unhappiness because she knew the niece that the CEO was talking about. They had both worked at a company located close to Thembeka Construction and she had been fired, because of her poor performance. The HR manager told him that she cannot promise anything because, as a selection team, their intention was to select the best talent; so, if the niece is the best they can get, she will get the position. The CEO then reminded her that her job would be at risk if she fails to do as told. The sifting was finalised and candidates were interviewed, but, before the successful candidates was informed or the appointment announced, the CEO intervened and stalled the process, claiming that there was some unethicality in the way selection had been done. The CEO then claimed that the HR manager had a favourite candidate and that this candidate was the one who would be appointed. He then instituted a team to investigate the malpractice and the HR manager was suspended while the investigation was going on.