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Essay / Research Paper Abstract
This 5 page paper provides information about Continental and some of its new programs. How it pulled itself from disaster is the focus of this paper that examines ethics and HR management. Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: RT13_SA837CA.rtf
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Unformatted sample text from the term paper:
in Human Resources. People make up organizations and in order to embrace an ethically sound system, the people must come first. According to a student writing on this subject, HR
functions in some way as a strategic partner for airlines. In exploring this concept, an airline that exemplifies this premise a great deal is Continental Airlines. Continental Airlines has its
headquarters in Houston and is considered to be the fifth largest American airline that is a passenger focused organization (Yu, Pachon, Thengvall, Chandler & Wilson, 2004). Continental employs 44 thousand
people and serves five continents (Yu, Pachon, Thengvall, Chandler & Wilson, 2004). Continental Airlines had been in big trouble several decades ago. Brenneman (1998) writes that he had never seen
an airline as dysfunctional as Continental that had been turned around so extraordinarily. Brenneman (1998) explains the state of things at the time it was in trouble: "There was next
to no strategy in place. Managers were paralyzed by anxiety. The company had gone through ten presidents in ten years, so standard operating procedure was to do nothing while awaiting
new management" (p.162). Certainly, this observation suggests that what was problematic was a lack of leadership and attention to the people. There was a role for Human Resources in
this scenario. One technique used by Continental was to hire friends (Brenneman, 1998). This might seem like a bad idea at first glance and challenge ethical behavior. Companies try to
stay away from charges of nepotism. But at a time when the airline was in trouble, the leaders decided it was worth hiring people they knew as opposed to hiring
unknown entities. It also helped the screening process so hiring mistakes were not made (Brenneman, 1998). The plan also lifted the burden from HR in focusing on hiring as it
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