Discussion Questions:
1. What should Lisa do in this situation? Should she follow company policy or comply with the
CEO's directive?
based on the situtation, lisa is experiencing personal-role conflict. as the hr manager, she is
responsible to select the best employee for the job based on their qualifications, without bias. in
terms of the qualifications, emma is more than suitable for the job, given that she has more
experience, has exhibited exceptional performance, and is passionate for the team leader
position. however, the ceo wants lisa to recommend jake, who has exhibited less than what
emma has in terms of experience, performance, and passion. it is only due to jake and the ceo's
connection that the ceo wants jake for the position. with this situation lisa is torn between basing
her decision on the job qualifications and the ceo's directive.
however, as the hr manager, lisa should still be objective with her decision and follow the
company policy. since their company's nature is about innovation, teamwork, and meritocracy,
recommending emma would reinforce and implement this policy. doing this would promote job
satisfaction within the employees since emma is already seen as a mentor by her colleagues.
2. What are the long-term risks to the company if favoritism continues? (Key)
According to an online article we read, favoritism can lead to a lack of motivation among
employees, resulting in decreased productivity and innovation. In the case study, Emma began
feeling demotivated and undervalued, causing frustration within the team due to unfair treatment
in the company. Furthermore, favoritism may lead to self-serving promotions, where managers
prioritize personal connections over performance. A similar situation occurred with Lisa, who
hesitated to promote Emma for fear of upsetting the CEO and jeopardizing her own career.
However, choosing Jake could weaken company policies and drive employees to seek
opportunities elsewhere due to the evident bias.
3. How should Emma respond if she feels unfairly treated? Should she confront management,
seek mentorship, or consider other job opportunities? (Anj)
There are three potential responses for Emma. First,is the Confront Management in line in the
Equity Theory. She can discuss her issues professionally with HR, asking for openness and
fairness in promotions.
Second is the Social Exchange Theory, namely the Seek Mentorship. Having a mentor might
assist her in office politics and enhance her prospects for future promotions.
Finally is the Psychological Contract Theory, which is contemplating the other prospects. If
they're still favoritism, she can opt to resign and join a firm that appreciates merit
4. If you were an employee witnessing this favoritism, how would you handle it?
Favoritism in the workplace undermines fairness and meritocracy, leading to decreased
employee morale, trust, and productivity. To address this, I would document inconsistencies in
promotions and rewards, ensuring that concerns are based on clear evidence rather than
assumptions. Observing whether promotions are granted based on personal relationships
instead of performance would help identify patterns of favoritism. Encouraging transparency and
discussions about merit-based promotions aligns with company values such as innovation and
teamwork.
Additionally, supporting employees like Emma to advocate for themselves through proper
channels ensures formal documentation of concerns. If favoritism persists, it disregards
meritocracy, negatively affecting professional growth and overall job satisfaction. According to
the expectancy theory, employees expect efforts to result in rewards, and when this principle is
ignored, motivation and engagement decline. Addressing favoritism through transparency and
evidence-based advocacy fosters a fair work environment where employees feel valued and
motivated.
5. What should be some policies of InnovateTech Solutions that you can think of to impiement
and to ensure fair and transparent promotions? (KEN)
Merit-Based Promotion Policy through Multiple Evaluation Criteria
● Policy: Promotions should be based on an employee’s qualifications, achievements, and
demonstrated competencies rather than personal relationships or favoritism. Also,
promotions should be based on a variety of performance indicators, including leadership,
team collaboration, problem-solving ability, and innovation, rather than just job
performance in one specific area.
● Implementation: Create clear, measurable criteria for promotions, including skills,
performance evaluations, contributions to the team, and ability to take on increased
[Link] a balanced scorecard or similar framework to evaluate employees
across various competencies. This includes quantitative measures (e.g., sales, targets
met) and qualitative measures (e.g., feedback from peers and managers).
Regular Performance Reviews
● Policy: Employees should undergo regular performance reviews to evaluate their growth
and identify areas for development. The Independent Promotion Committee may utilize
Participant Observation on evaluating their performance growth.
● Implementation: Implement quarterly or annual performance reviews where employees
are given feedback based on pre-set performance goals. Reviews should be
documented and linked to the promotion process.
Employee Feedback Mechanism
● Policy: Employees should be given an opportunity to provide feedback on the promotion
process, ensuring that their voices are heard in relation to fairness and transparency.
● Implementation: After the promotion process, gather feedback from employees about
their perceptions of fairness and transparency. Use surveys or open forums to collect
opinions and make adjustments as needed.
Final Reflection (Choose only ONE to answer):
What lessons can be learned to create a fairer workplace?
Having a fairer workplace promotes job satisfaction and security in all employees. Knowing that
the management does not favor anyone gives equal opportunities to all employees to excel and
be recognized for their efforts. This motivates them to work harder; therefore, increasing
productivity in the workplace. This agrees with the expectancy theory, wherein employees feel
more motivated to work if they expect their sheer efforts to be rewarded. Additionally, creating a
fairer workplace is more ethical in terms of implementing management decisions. It shows that
the management's decision is based on an employee’s performance and qualifications rather
than on biases.
