Hosmer (1987) explained that HRM ethical issues are in play whenever an individual or a group of individuals is harmed in some undeserved and unavoidable way within the context of their employment position in a manner that is outside their own control. Ethical, financial, legal, and behavioral factors must all be analyzed and addressed to ascertain the nature of the harm imposed, its active measures of causation, and whether a duty owed to those impacted was honored or violated (Hosmer, 1987). Because all HRM systems and processes have the potential to harm, the entire organization and its values and practices are subject to ethical analysis. Florea et al. (2011) examined the relationship between HR and organizational culture. The researchers found that not only there is a relationship between HR and organizational culture, but organizational culture can also influence and shape the HR function to obtain performance. Also, the researchers found that HR and organizational culture are inseparable. An organizational culture is dependent upon the HR function to create, develop, maintain, and enforce cultural norms, including the various rites that may occur to celebrate passage, integration, and enhancement. A weak HR department creates a weak organizational culture. A strong HR department creates a strong organizational culture. Similarly, Dutch (2013) studied the symbiotic relationship between organizational strategy, HRM, and organizational culture. The researcher’s model suggests direct HRM support of the human pieces of strategy and alignment with the strategy itself is needed to maintain a sustained competitive advantage. The strategy, culture, and HR function cannot succeed independently. To remain competitive in the marketplace, organizations need to focus on developing and maintaining an ethical cultural by aligning the development of the people within the organization with the strategy of the organization. Rosolen and Maclennan (2016) sought to determine relationships among the corporate social responsibility dimensions of strategic, ethical, social and environmental to strategic HRM in companies operating in Brazil. Additionally, the researchers examined the impact of social responsibility and strategic HRM on the size, industry and company internationalization level. The researchers found evidence that ethical corporate social responsibility can be associated with strategic HRM. Environmental corporate social responsibility showed a marginal relationship with strategic HRM. Social and strategic corporate social responsibility showed no significant association with strategic HRM. In general, HRM plays a significant role in corporate responsibility actions of an organization. Hosmer (1987, p. 316) suggested a framework for understanding ethical analysis in HRM decision-making, as indicated in Figure 1. Hosmer (1987) explained that HRM ethical analysis began with identifying the content of a dilemma, as suggested by the five topics at the right of Figure 1. Each of the five potential content areas may contribute to understanding the nature of the HRM issue and should be evaluated in context with ethical and moral standards of the content area – in addition to factoring into the equation the broader costs and benefits of a decision on all of the stakeholders impacted by a decision (cf. Hosmer, 2010).