Provide comprehensive answers in reference to the questions below. An Ethical Flaw Amber Davis recently graduated from college with a degree in general business. Amber was quite bright, although her grades did not reflect this. She had thoroughly enjoyed school, dating, playing tennis, swimming, but found few stimulating academic endeavors. When she graduated, she had not found a job. Her dad was extremely upset when he discovered this, and he took it upon himself to see that Amber became employed. Amber’s father, Allen Davis, was executive vice president of a medium-sized manufacturing firm. One of the people he contacted in seeking employment for Amber was Bill Garbo, the president of another firm in the area. Mr. Davis purchased many of his firm’s supplies from Garbo’s company. After telling Bill his problem, Allen was told to send Amber to Bill’s office for an interview. Amber went, as instructed by her father, and before she left Bill’s firm, she was surprised to learn that she had a job in the accounting department. Amber may have been lazy, but she certainly was not stupid. She realized that Bill had hired her because he hoped that his action would lead to future business from her father’s company. Although Amber’s work was not challenging, it paid better than the other jobs in the accounting department. It did not take long for the employees in the department to discover the reason she had been hired; Amber told them. When a difficult job was assigned to Amber, she normally got one of the other employees to do it, implying that Mr. Garbo would be pleased with that person if he or she helped her out. She developed a pattern of coming in late, taking long lunch breaks, and leaving early. When the department manager attempted to reprimand her for these unorthodox activities, Amber would bring up the close relationship that her father had with the president of the firm. The department manager was at the end of his rope. Questions 1. From an ethical standpoint, how would you evaluate the merits of Mr. Garbo’s employing Amber? Discuss. HR Merits are: Time to fill open positions, HR headcount ratios, Administrative cost per employee, Turnover cost, Training return on investment and Quality of hire 2. Now that she is employed, how would you suggest that the situation be resolved? 3. Which are of HRM is involved in this case? Explain. Provide comprehensive answers in reference to the questions below. Case: Emiratization in Schools Programs to encourage employment of nationals in preference to expatriates have become a key feature in the Gulf countries. The United Arab Emirates (UAE) relies heavily on foreign workers. In 2007, Emiratis represented only 13.5% of the UAE population. Expatriate workers occupy 98% of private-sector jobs (more than 52% of the total jobs in the UAE), and 91% in the public sector. The unemployment rate for UAE nationals is around 13%. To enforce Emiratization, the government has centrally determined employment quotas for nationals within specific sectors. UAE International School is a UAE-based local educational institution operating in the in the past decades. In 1998, its board formally approved the “Workforce Nationalization Project.” In 1999, UAE International School became a leader in Emiratization by allocating a budget of $13.5 million (approximately 50 million AED) to cover Emiratization expenses, created a dedicated “Nationals Development Team” (NDT), set a goal to achieve 50% Emiratization of administrative staff and teachers in over a 5-year period, and publicized its plan through the local press. In 1999, Emirati represented 11% of the company’s educational workforce. After an initial assessment, UAE International School set measurable Emiratization objectives and policies. The NDT designed proactive recruitment strategies to generate well-qualified UAE applications, developed competency profiles used to select local nationals and identify their individual development needs, and created individual training and development plans for each UAE employee and teachers. Once a national trainee was competent in the core competencies of the target position, the trainee would replace expatriate employee and teacher. To facilitate cooperation with expatriates, replaced staff could choose redeployment within the group or an attractive redundancy package. Emiratization became a key indicator in the company’s performance management cycle. The numbers of newly employed and promoted Emirati employees, per year, were used to evaluate the progress. In 2003, after the first Emiratization process review, UAE International School discovered it was vulnerable to the “poaching” of high-caliber nationals. It responded with a strong retention strategy (providing preferential terms and conditions for nationals, including competitive salaries as determined by benchmarking with other organizations) and implemented specific succession planning. The human resources policy manual states that recruitment preference is given to citizens of the UAE, and where vacancy provides a promotion opportunity and/or development opportunity, national candidates are reviewed and receive priority. Today, UAE International School is known as one of the Emiratization leaders in the UAE. Even if it did not succeed in its initial objective, it did manage to achieve 50% Emiratization of jobs at the professional and management levels. Guide Questions 1. What characteristics of diversity and affirmative action programs do you recognize in this case? 2. In an HR manager’s point of view, would you speak, in this case, of discrimination? Be specific with the focus of applying the strategic functional HRM areas with concentration on policy development. Staffing, HR Development, Employees & Labor Relations, compensation and Health & Safety 3. How is the Emiratisation program different? What qualitative and quantitative indicators could companies like the UAE International School use to evaluate their nationalization progress? Explain.