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Human Resources Management and Ethics

Hallie Wachowiak

College of Integrative Sciences and Arts, Arizona State University

OGL 345: Organizational Ethics

Professor David Burris

November 23, 2020

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Introduction

This class has opened my eyes to the many ethical decisions we are faced with on a day-to-day

basis. Looking back over my years working in the Personnel Unit of my local Sheriff’s Department I have

begun to notice the different ethical dilemmas that have arisen. These dilemmas have become more

apparent to me since taking this class and learning about the different types of organizational ethics and

how they apply to our lives. The goal of this paper is to explore the ethical dilemmas that are faced by

those in Human Resources when dealing with organizations and people. I hope to showcase what I have

learned in this class and how it pertains to the Human Resources world.

Chosen Profession

Human Resources management is a very tricky place to work. There are changing laws and

regulations that have to be implemented and followed. This paper will delve into different scenarios that

Human Resources Managers can and do face on a daily basis in different companies. Human Resources

is an interesting place to work, and you are never bored because things are changing every single day. I

have chosen this profession because I want to work in the Human Resources sector so I have the

opportunity to make sure that people are treated fairly and ethically, and to be the person people come

to when they have problems. This profession is what protects employees and employers from

themselves and each other. They decide on the ethicality of decisions and help to figure out solutions to

the many problems faced by businesses. Human Resources management also helps to enact and uphold

the different rules and regulations that are created. They are there to make sure the business is

following their code of ethics.

According to Merriam-Webster, the definition of ethics is: “the discipline dealing with what is

good and bad and with moral duty and obligation.” Ethics is what makes us stop and think about the

decisions we are making. It makes us ask ourselves “Is it the right thing to do? Who will get hurt if I don’t
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report it?” Ethics is our internal moral compass which will either lead us on the right path or it will lead

us down the wrong path where people may get hurt. The decisions we make will affect those around us,

and in Human Resources Management our obligation is to help those who have come to us because we

have a moral duty to protect our employees and to ensure their safety and the safety of others.

Case Studies

Before I started working for my local Sheriff’s Department, I never saw myself working in the

Human Resources industry. That just wasn't something that I had envisioned for myself. But after

spending the last seven years there, learning the ins and outs of Human Resources Management I have

found that this is something that I am good at, and something I am passionate about. Being able to help

people is something I have always wanted to do. Working in Human Resources Management allows you

to hone your skills in ethics and policy implementation. When you have a written set of policies and laws

that have to be implemented and followed it helps you know what the ethical solutions are to the

problems that arise in your company.

The four case studies I have chosen all have to deal with scenarios that those in Human

Resources Management face every day. The first case study is about Google’s decision to fire an

employee due to a memo that was sent out by that employee accusing the company of giving

development opportunities to those he saw as the minorities in the company, and about his belief that

this policy hurts the company more than it helps it. The second case study has to do with Starbucks’

response to an employee racially profiling two black men who were waiting inside of the store without

purchasing anything, and how this affected the company as a whole. The third case study is about an

employee who was off on medical leave and took a vacation, only to return to work to be fired because

they accused him of abusing his FMLA leave. And the last case study has to do with a company that was

sued by a former employee who claimed that “he was harassed, taunted and discriminated against at
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work because of his religion, race and appearance” (Baldas, 2014). All of these cases show you how the

decisions by those in Human Resources can affect the company they work for. Sometimes their

decisions make the company better, and other times their decisions cost the company money and good

employees.

Case Study #1 – Google’s Handling of the Echo Chamber Manifesto

James Damore, a software engineer at Google, wrote a memo that discussed his belief that

Google’s initiative to be more inclusive and diverse was actually hurting the company more than it was

helping it. According to Damore, “Google discriminates against certain employees and offers

development opportunities ‘only for people with a certain gender or race,’ and that Google has lowered

the bar by hiring diverse candidates” (Tangdall, 2017). His memo also discussed his views on the

difference between men and women and why women were less likely to succeed in the tech industry.

After Mr. Damore’s memo came out, he was fired by Google because his comments “did not align with

Google’s dedication to creating a truly diverse workforce” (Tangdall, 2017) and because many people in

the company did not feel comfortable working with Mr. Damore. Google is a company that uses peer

reviews for their promotion, evaluations, and raises and because of Mr. Damore’s beliefs many feel that

he would give biased reviews. Google could have decided to just discipline Mr. Damore, but many

believe that “keeping Damore around could also negatively impact morale among employees, create a

hostile working environment, and lead to a backslide in culture” (Tangdall, 2017). Those who don’t agree

with his firing believe that he has a right to free speech and “that Google does have a liberal echo

chamber; Google is intolerant to conservative views; and that its diversity efforts have actually backfired

and stifled diversity” (Tangdall, 2017). Currently, Mr. Damore is deciding if he wants to file a lawsuit

against Google for wrongful termination.

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Why did you choose this ethical dilemma case study?

I chose this ethical dilemma case study because free speech and hostile work environments are

a big part of Human Resources Management. Everyday people fight for their right to free speech, but

what happens when that free speech is harmful to another person. This case study shows what a large

and very public corporation is willing to do to protect the safety and well-being of their employees and

to make sure their workplace is somewhere people will want to work. It also shows “that the company

has made a very public commitment to creating a diverse and inclusive culture, and to have an openly

discriminatory employee breaks that commitment” (Tangdall, 2017). I also like that this case study gave

the other side of the argument, why Google was wrong for firing Mr. Damore. This case study showed

me what a company has to deal with when it comes to protecting its ethics and values.

What about this ethical dilemma caught your attention?

What really caught my attention in this case study was the dilemma of whether Mr. Damore

should have been fired for his comments or if he was expressing his right to free speech. That is a very

tricky subject, especially nowadays. Everyone has the right to express their beliefs, but when those

beliefs are harmful to others, when does it become unethical? While reading this case study it amazed

me that there are still people in this country (and the world) who believe that women are less capable

than men.

Why do you feel understanding this ethical dilemma in your industry/profession is necessary for your

leadership development?

Understanding why the choice was made to fire Mr. Damore, rather than just discipline him is

one of the reasons why I believe it is important for my leadership development. Knowing when you

must do more rather than less is something that I currently struggle with when it comes to disciplining

others in the workforce. Human Resources is there to protect all employees, and when you make the
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wrong or unethical decision, it can affect the entire company. When free speech becomes harmful that

is when it is time to step in, and this case study showed that Google was there to protect its employees

from a hostile work environment.

Case Study #2 - The CEO of Starbucks and the Practice of Ethical Leadership

In 2018 two black men were waiting inside of a Starbucks to meet a business associate. They

hadn’t purchased anything, and this caused the store manager to ask them to leave. When they refused

the manager called the police. After the police arrived and asked the men to leave, they again refused,

saying they were just waiting for a business associate. Because they refused to leave, the police arrested

them. This was all caught on tape and released to the public. Four days after the incident the CEO of

Starbucks, Kevin Johnson, reported that the store manager no longer worked for the company. In his

statement, Mr. Johnson also said, “Creating an environment that is both safe and welcoming for

everyone is paramount for every store" (Tangdall, 2018). From this incident, Starbucks decided that they

had to do better with the ethicality of their company.

Mr. Johnson issued an apology statement that admitted to wrongdoing by their company and

that there is a lot of room for improvement with their employees and company. “The apology detailed

actionable steps Starbucks leadership would follow to learn from the situation, including meeting with

community stakeholders to learn what they could have done better” (Tangdall, 2018). From meeting

with community stakeholders and even the two men who were arrested, Starbucks was able to develop

an unconscious bias training that was completed by every employee when all stores were closed

temporarily. They were also able to create a new policy “which states that anyone can use Starbucks

and its facilities without making a purchase; it also explains what managers should do if a customer

becomes disruptive” (Tangdall, 2018). Starbucks’ new policy also says, “This policy is intended to help
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maintain the third place environment in alignment with our mission ‘to inspire and nurture the human

spirit – one person, one cup and one neighborhood at a time’” (Tangdall, 2018).

Why did you choose this ethical dilemma case study?

I chose this ethical dilemma because it is very relevant in the world today. Racism is something

that is always a problem that is faced by Human Resources, though in this day and age it shouldn’t be.

The Human Resources of Starbucks had the ethical dilemma of deciding what to do with the employee

who caused the confrontation, keep them employed, or fire them. They had to understand what the

consequences would be for both decisions. If they kept the employee there is a good chance they would

face even more backlash than they already were because they were keeping an employee who many

saw as racist. They would lose the trust of their customers, community, and even their employees by

keeping that employee. By firing the employee, they would be able to try and help rebuild that trust

between the employees, customers, and community, and to show that they wanted to prevent this from

happening again, they talked with those in the community and were able to create required unconscious

bias training for their employees. Companies are always trying to prevent racism from happening by

implementing diversity training and ethics compliance training, but a lot of times a yearly training is not

going to change someone’s point of view. Many of the employees of Starbucks were just as upset by the

actions of this employee as the public was. During their store shut down for the unconscious bias

training, the employees were surveyed about the training. They "found most felt very positive about the

training, reported significant increases in their awareness of bias and were inspired to use what they’d

learned to make a difference” (Dahlstrom, 2018). This case study is a great example of how a company

listened to its employees and community and did what was necessary to help their customers and

employees trust them again. By understanding how they can make their customers and fellow

employees feel safe in their stores they are able to work on building that trust that was broken.
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What about this ethical dilemma caught your attention?

Honestly, what first caught my attention was the fact that I remembered this incident happening

two years ago and afterward wondering what Starbucks was going to do to try and regain the trust of

their customers and employees. This was an example of blatant racism on the part of the former store

manager. I think this showed what a giant company like Starbucks was willing to do to show the world

that they should not be defined by that one store manager. They opened a dialogue with their

community stakeholders to see what needed to be fixed in their company. They also considered their

employees' ideas to help make their jobs more inclusive and how to help the employees feel more

capable and able to handle similar situations. How Starbucks was able to admit their faults, seek outside

input, and implement new ethical standards is a great example of how the Human Resources part of a

company should work.

Why do you feel understanding this ethical dilemma in your industry/profession is necessary for your

leadership development?

Understanding this ethical dilemma in Human Resources Management is necessary for my

leadership development because it shows me how a giant corporation like Starbucks handles racism and

makes me feel that if they can do it, then anyone can do it. It is important to understand that if your

company doesn’t have a policy or training on diversity or ethics, then one should be created. We are a

diverse population, and we are still growing. When someone does not feel comfortable at work, it is

your duty to figure out what needs to be done to help that employee feel comfortable. Human

Resources is an important part of implementing these codes of ethics and diversity training. When you

do not have policies regarding ethics or diversity you are setting your company up for failure, which you
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can see almost happened to Starbucks. If they had not realized what needed to be done, their company

could have been destroyed.

Case Study #3 – Employer Makes $1.3 Million FMLA Mistake by Firing Worker After Mexico Trip

In January 2015 Richard DaPrato informed his employer, Massachusetts Water Resources

Authority (MWRA), that he would be taking time off for foot surgery and would be postponing his

already planned knee surgery until later in the year. Mr. DaPrato turned in the medical certification form

from his surgeon which would take him off of work for four to six weeks. After his surgery, Mr. DaPrato

“told the HR representative that he wanted to return to work early to avoid exhausting all of his allotted

vacation time” (Crowder, 2019), so he could also use that time for the postponed knee surgery. Because

the medical certification form said four to six weeks the HR representative told him that if he wanted to

come back early, he would need to get a new medical form from his doctor. This was a problem for Mr.

DaPrato because he wasn’t seeing his doctor for many weeks. Since his employer wouldn’t let him come

back early “he requested to be paid under the employer's salary continuation policy” (Crowder, 2019).

During the last few weeks of his time off Mr. DaPrato went on his yearly vacation to Mexico where he

limited his activities to accommodate the medical boot he was required to wear.

After he returned from his vacation and medical leave Mr. DaPrato noticed on his paycheck that

he never received his salary continuation pay. He emailed the HR director to try and get the pay he

requested and to also get a copy of the salary continuation policy for when he took time off for the knee

surgery. “The HR director did not provide the employee with a copy of the requested policy but

forwarded the employee's e-mail to an HR manager stating, ‘Is he serious?’ to which the HR manager

replied, ‘OMG.’” (Crowder, 2019). The MWRA also found out that while he was on leave Mr. DaPrato

took his scheduled vacation to Mexico. They launched an investigation and questioned Mr. DaPrato

about his leave and vacation. Mr. DaPrato “explained that he tried to return to work early, that he was
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wearing a boot while engaging in the questionable activities and that the activities were not inconsistent

with the limitations described in the medical forms from his surgeon” (Crowder, 2019). After their

investigation, the company decided to fire Mr. DaPrato.

After he was fired Mr. DaPrato sued the company saying they “terminated him in retaliation for

his taking FMLA leave for his foot surgery and expressing his intention to take FMLA leave in the future”

(DaPrato v. Massachusetts Water Resources Authority, 2015). Mr. DaPrato followed the company’s

procedures on taking time off due to a medical condition. During that time off he took a vacation, which

wasn’t against the rules, and followed the medical advice from his doctors by adjusting his activities to

meet his medical restrictions. Mr. DaPrato won his case because he was able to prove that the MWRA

and their Human Resources Department illegally fired him.

Why did you choose this ethical dilemma case study?

I chose this ethical dilemma because half of what I do is dealing with FMLA and other medical

leaves at my current job. Determining if someone is eligible for FMLA leave and then following all rules

and regulations having to do with FMLA is very stressful. Being in Human Resources Management you

want to make sure that you are providing your employees with all of their options and all of the

information when they need to take a leave. Medical leaves can be a very stressful time for the

employee, so being able to help relieve some of that stress is important to me.

What about this ethical dilemma caught your attention?

I was very surprised that the HR Department and the company, in general, were willing to fire

the employee so quickly, even though he had been with the company for a while and was considered a

good employee. When I first read the title of the case study, I automatically assumed that the employee

did something wrong, and was able to work the system to get the payout. I admit I thought the worst of

the employee before I had even read the article. Once I started reading the study I began noticing where
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the employer was making mistakes. I understood where they were coming from by not letting the

employee come back earlier than the medical certification said he could. If he came back early and

somehow hurt himself due to his condition, then he would be able to file a worker’s compensation claim

or sue the company. In my current job, we have many people who take off work due to FMLA related

medical conditions. When they give us a medical certification, we follow what that says. If they want to

come back earlier than what is on the original form, then we request that they provide us with an

updated medical certification. We want to protect the employee from further hurting themselves, while

also protecting the company from possible claims and lawsuits.

Why do you feel understanding this ethical dilemma in your industry/profession is necessary for your

leadership development?

Understanding what MWRA did wrong when dealing with Mr. DaPrato’s FMLA time off is very

important for my leadership development because it will teach me what not to do if a similar situation

ever arises in my company. Jumping to conclusions, not doing your research, and mishandling of

information can destroy a company, or at the very least diminish the trust the employees have in a

company. The HR Department of MWRA let their personal opinions get in the way of finding out the

truth of the situation, they didn’t give the employee the requested salary continuation policy, and they

didn’t provide the senior management with all of the facts that they gathered during their investigation

of the employee. Being in Human Resources means you have to do the ethical thing and do your due

diligence in finding out all of the facts before you make your judgment.

Case Study #4 – Muslim-American man wins nearly $1.2 million in job discrimination case

In 2008 Ali Aboubaker was fired from Washtenaw County after working for them for seventeen

years. Their reason for firing him was due to insubordination. The insubordination he was accused of

and fired for was because he refused to start work five minutes early. After he was fired Mr. Aboubaker
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filed a lawsuit against Washtenaw County “alleging the real reason behind his firing was discrimination.

He claimed that for years, he was subjected to racial and ethnic taunts in the workplace but

management didn’t do anything to stop it” (Baldas, 2014). Mr. Aboubaker also claims that he was

passed over for an entry-level position that he was qualified for and that he should have had the first

chance at because as a union member he has more seniority over those who are not part of the union

when vying for a position. Washtenaw County says that Mr. Aboubaker didn’t get the position because

he wasn’t qualified for it. They also claim that there was no “discriminatory intimidation, ridicule, or

insult that is sufficiently severe or pervasive to have altered the conditions of his employment with the

County. At most, he has pointed to stray, isolated comments and mere offensive utterances” (Baldas,

2014). The jury did not agree with Washtenaw County and awarded Mr. Aboubaker $1.2 million dollars.

Why did you choose this ethical dilemma case study?

I chose this ethical dilemma case study because discrimination is a topic that affects everyone.

Human Resources management is all about doing what is ethical and making sure those around you are

also following the rules. When people are discriminated against, whether that has to do with race,

religion, age, gender, politics, or marital status (just to name a few), it shows how far we still have to go

when it comes to equality. In Human Resources we have to give everyone an equal opportunity to better

themselves in the company, and when people in the company prevent others from moving up because

of their race or religion then Human Resources has to step in to stop the discrimination from continuing.

What about this ethical dilemma caught your attention?

Honestly, the main thing about this ethical dilemma that caught my attention was the fact that

the plaintiff of this case was a Muslim-American man facing discrimination. I work in an office and am

the direct supervisor of a Muslim-American gentleman. When he first started working in our office, I

noticed that he would disappear for ten to fifteen-minute stretches throughout the day. At first, it
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annoyed me that he thought he could just wander around and no one would notice. But instead of fully

jumping to the wrong conclusion and taking my annoyance up our chain of command, I had a

conversation with him where he let me know where it was he went twice a day. Once I knew it was for

prayer my annoyance went away and I had a new understanding of my co-worker. We have an ethical

obligation to find out the facts before jumping to conclusions and thinking the worst of people.

Why do you feel understanding this ethical dilemma in your industry/profession is necessary for your

leadership development?

Understanding how to handle discrimination in an organization is very important for my

leadership development, and for me as a human being. Nobody should be afraid to come to work and

have to worry about whether they will be harassed, taunted, or discriminated against. People should

only be judged on their job performance, and in Human Resources you need to make sure that is what is

happening. Also, understanding how unions fit into how processes are completed is important. Knowing

when union members have seniority over non-union members, or how long union members can work

each day can mean the difference between harmony in a company and a lawsuit being filed.

Discrimination is something we will always have to work on, so being observant of your company and its

employees is an important part of Human Resources management.

Ethical Behavior in Human Resources Management

During this case study analysis, I have found that even though we are moving in the right

direction when it comes to discrimination, gender equality, and harassment we still have a long way to

go. Human Resources Management is there to help with the ethical side of a company. Whether that’s

firing someone who discriminates against people of different races or genders, recognizing when your

company needs to connect and have discussions with the community and its own employees, or

understanding when not to fire someone based on your personal opinions. Human Resources is the
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conscience of a company. It determines what is ethical and what is unethical and strives to bring that

ethicality to the whole company.

After analyzing these case studies, I have noticed that a recurring theme throughout all of them

is rights theory, more specifically political rights. “Political rights relate to people’s ability to have a say in

how the communities within which they live and work are run, but they also concern broader aspects of

people’s treatment by those in positions of power” (Fryer, 2015, p. 19). In the Google case study, the

employees that were being discriminated against by the employee who wrote the memo have the right

to see justice for the blatant discrimination contained in his memo. They looked to their bosses to make

the ethical decision to fire the discriminatory employee because they have the right to feel safe in their

place of work. In the Starbucks case study, the executives of the company worked with the community

and employees to figure out what they needed to do to show that they value them and their opinions.

They also wanted to show that it is their duty to not let what occurred happen again. The FMLA case

study shows that an employee is entitled to fair treatment and should not be penalized for something

that is out of their control. The HR Department of MWRA did not give Mr. DaPrato the right to defend

himself against their claims and he ended up winning his court case against them. And the last case

study about discrimination shows that everyone has the right to a safe work environment, and they also

have the right to practice any religion and be any race or gender that they want to be. They have the

right to be treated fairly and equally.

Another theory that I also thought about while working on these case studies is utilitarianism.

Utilitarianism “proposes that, when confronting an ethically charged decision, we should consider the

consequences of the various courses of action that are available to us and choose that which maximizes

the good” (Fryer, 2015, p. 56). All of these case studies had at least one moment where the ethicality

and goodness should have been considered before a decision was made. Two of the case studies had
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better endings than the other two. The executives at Google and Starbucks looked at all of their options

and chose the path that led to the most ethical and fair outcome. Whereas the MWRA and Washtenaw

County did not consider all of the consequences and ethicality of their decisions before making them,

and their outcomes led to big payouts on behalf of their companies. Utilitarianism is how I tend to make

my decisions. I believe that "an ethically right action is one which brings about the greatest amount of

good for the greatest number of people" (Fryer, 2015, p. 56).

Conclusion

Human Resources Management can be a tricky place to work if you have a hard time making

ethical decisions. Figuring out what decision will be the most beneficial to the most people can be

difficult, but if you stop to really contemplate your options you have the best chance of making the most

ethical choice. As you can see from the case studies described in this paper those that thought about the

consequences of their actions were able to succeed in making the most ethical choices. Those that made

impulsive choices based on their feelings ended up costing their companies a lot of money and affecting

their reputation.

In case study #1 Google’s Human Resources Department had to consider whether letting an

employee keep his job after discriminating against those of other genders and races was the right

option. They contemplated how his opinions, should he continue working for Google, would affect the

other people in the company and how stakeholders would view the company. They concluded that his

views and opinions were not those of someone who should be working for their company and didn’t

reflect the company’s values. They wanted those that work for them to be comfortable coming to work,

and they wanted them to feel like they work for a company that stands up to people who discriminate

against others.
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In case study #2 Starbucks’ Human Resources Department faced the problem of whether to fire

an employee for racially profiling 2 men who came into their store and didn’t purchase anything and

calling the cops on them, or letting that employee keep their job. They ended up firing that employee

and worked with the community stakeholders to figure out what they could do better as a company and

how to rebuild their trust. They were able to take information from their meetings with stakeholders

and their employees and they were able to create an unconscious bias training that was attended by all

employees. Starbucks wants to be an inclusive place where everyone feels comfortable coming in there.

In case study #3 the Massachusetts Water Resources Authority's Human Resources Manager

and Director decided that Mr. Richard DaPrato should be fired because he went on vacation while he

was off on FMLA leave. They were irritated that he requested to continue getting paid through their

salary continuation policy because he was unable to get a doctor's note to come back to work early.

Instead of trying to work with the employee and giving him a chance to defend himself during their

investigation, they provided the senior management with only bits and pieces of information regarding

Mr. DaPrato's time off. Because they withheld information the senior management wasn't aware of the

whole story and ended up siding with Human Resources and firing him. Mr. DaPrato took MWRA to

court and ended winning his case against his former employer where he was awarded $1.3 million

dollars. This case study shows that by letting their feelings get involved, the Human Resources

Department didn't make ethical choices which ended up costing their company dearly.

In case study #4 Mr. Ali Aboubaker sued his former employer Washtenaw County for

discrimination. Mr. Aboubaker claimed that he was discriminated against because he was Muslim and

black. He was able to prove to a jury that during his time with Washtenaw County that he was passed

over for a job even though he was qualified and should have had the first chance at the job because he

was part of the union. He was also able to prove that the Human Resources Department did nothing to
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stop the ethnic and racial insults that were directed at Mr. Aboubaker. The jury agreed that Mr.

Aboubaker was unjustly fired and discriminated against and awarded him $1.2 million dollars.

Washtenaw County’s Human Resources Department made so many unethical decisions when it came to

Mr. Aboubaker. By not considering what would be the best option for the most people they wound up

costing their company over a million dollars.

In Human Resources you have to realize that your choices not only affect you but those around

you as well. When you make choices based on how ethical they are as opposed to how you feel about

them you have a better chance of making the right choices. Sometimes it is hard to put your feelings to

the side, but you have an obligation to do the ethical thing.

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References

Baldas, T. (2014, March 01). Muslim-American man wins nearly $1.2 million in job discrimination case.
Retrieved November 22, 2020, from
https://www.freep.com/story/news/local/2014/02/28/muslimamerican-man-wins-nearly-12-million-in-
job-discrimination-case/77152192/

Crowder, J. (2019, August 23). Employer Makes $1.3 Million FMLA Mistake by Firing Worker After
Mexico Trip. Retrieved November 23, 2020, from https://www.shrm.org/resourcesandtools/legal-and-
compliance/employment-law/pages/employer-makes-million-dollar-fmla-mistake.aspx

Dahlstrom, L. (2018, July 2). Beyond May 29: Lessons from Starbucks anti-bias training — and what’s
next. Retrieved November 22, 2020, from https://stories.starbucks.com/stories/2018/beyond-may-29-
lessons-from-starbucks-anti-bias-training-and-whats-next/

DaPrato v. Massachusetts Water Resources Authority. (2015). Retrieved November 23, 2020, from
https://law.justia.com/cases/massachusetts/supreme-court/2019/sjc-12651.html

Fryer, Mick. (2015). Ethics Theory and Business Practice. PERUSALL edition.

Merriam-Webster. (n.d.). Ethic. In Merriam-Webster.com dictionary. Retrieved October 28, 2020, from
https://www.merriam-webster.com/dictionary/ethic

Tangdall, S. (2017, September 11). Google's Handling of the "Echo Chamber Manifesto". Retrieved
October 29, 2020, from https://www.scu.edu/ethics/focus-areas/business-ethics/resources/googles-
handling-of-the-echo-chamber-manifesto/

Tangdall, S. (2018, August 29). The CEO of Starbucks and the Practice of Ethical Leadership. Retrieved
October 29, 2020, from https://www.scu.edu/leadership-ethics/resources/the-ceo-of-starbucks-and-
the-practice-of-ethical-leadership/