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HRM ethics is a root cause of many important problems in business ethics, and may represent the solution to even more. This volume defines, analyzes, and proposes solutions to ethical problems related to both the executive levels of the organization, and the organization as a whole. This book contains a fascinating range of scholarship from highly regarded authors. Macro and micro perspectives are presented, including perspectives from psychology, social psychology, organizational behavior, strategy, law, spirituality, critical studies, public/nonprofit management, and a variety of functional areas within the field of HRM.
Human Resources Management and Ethics: Responsibilities, Actions, Issues, and Experiences, explores and provides an in-depth look at the responsibilities, actions, issues and experiences related to HRM and ethics for individual employees, organizations and the broader society. Like other departments in the broader organization HRM professionals will need to increasingly demonstrate how they contribute to an organization’s ethical orientation and overall performance or success. While the ethical challenges, trends, and issues impacting employees, organizations and HRM professionals will continue to change over the years (consider the recent ethical challenges related cybersecurity and data breaches) the bottom-line of organization success is the clear reality that doing the right thing or institutionalizing an ethical culture or character is just as important to various stakeholders. The chapters in this book provide an updated, current and future look at the relationship between HRM and ethics and across various sectors or organizations (i.e. public, private, not-for-profit, academic, etc.). That is, this book discusses the ever evolving role of HRM professionals to include discussion of how the profession continues to take on more responsibility for developing and institutionalizing an ethical culture in their organizations, industries and the broader society. The book also contributes to the need for ongoing dialogue, discussion or insights offered by HRM experts on what HRM professionals and their organizations can do in the face of ethical expectations, challenges and scandals. In the end, the book is intended to increase our understanding of the ethical responsibilities, actions, issues and experiences that arise both within HRM and in HRM’s interactions with individuals and organizations.
Moral philosophy, business ethics, and the employment relationship / John W. Budd and James G. Scoville -- The social welfare objectives and ethical principles of industrial relations / Bruce E. Kaufman -- Kantian ethical thought / Norman E. Bowie -- Non-western ethical frameworks: implications for human resources and industrial relations / James G. Scoville, John J. Lawler, and Xiang Yi -- Globalization and business ethics in employment relations / Hoyt N. Wheeler -- The technological assault on ethics in the modern workplace / Richard S. Rosenberg -- The ethics of human resource management / Elizabeth D. Scott -- Ethical challenges in labor relations / John T. Delaney -- Ethical practice in a corporation: the Allina case / Jonathan E. Booth, Ronald S. Heinz, and Michael W. Howe -- Ethical practice in a labor union: the UAW case / Linda Ewing -- The critical failure of workplace ethics / Gordon Lafer.
Essay from the year 2002 in the subject Sociology - Work, Profession, Education, Organisation, grade: Grade A, University of Manchester (Institute for Development Policy and Management), language: English, abstract: The academic debate on business ethics mainly concentrates on the social and ecological responsibility of companies within the society. Ethics are being regarded as crucial in the external self-presentation and public perception of (economic) organisations. The model of 'enlightened selfinterest' of business claims that only those companies can be economically successful which manage to convince their stakeholders of their moral integrity. According to the model, the implementation of ethical standards lies in the self-interest of companies. As some authors state in recent publications, ethics also become more and more an internal concern of organisations. Whereas formerly the interests of employees were ignored or only regarded as one of several stakeholders' interests, the ethical management of employees itself gains in significance. Especially human resource management (HRM) plays a decisive role in introducing and implementing ethics. The essay outlines some aspects of ethics in HRM. It sketches ethical concerns that emerged in recent HRM debates, and reflects the viewpoint that ethics should be a pivotal issue for HR specialists. A number of ethical frameworks and their application in HRM policies and practices are reviewed. Here, the focus is mainly on barriers and obstacles to introducing ethical standards in HRM activities. Finally, some first steps to putting ethics into HRM practice are outlined.
Drawing on the work of Michel Foucault, this book reconceptualizes the field of human resource management (HRM) and explores an alternative politics and ethics of work. The central thesis is that personnel//HRM techniques play a crucial role in constituting the self, in defining the nature of work, and in organizing and controlling the workforce. Human resource management, it is argued, comprises a nexus of disciplinary practices - a technology of power - aimed at making employees' behaviour and performance predictable and calculable, in a word, `manageable'. The author analyzes a wide range of HRM procedures, including job evaluation and ranking, selection, appraisal and self-assessment, relating these to
This book explores the role of HRD professionals in ethical and legal decision making in the workplace. While previous books have described the need for ethics in HRD, this book presents ways that HRD scholars and professionals can influence, through collaborative relationships, effective implementation of ethical policies and legal standards in the workplace. The ethical policies of an organization provide a key insight into its values, and this book shows the relationship between those values and HRD practices, such as training and development, career development, and organization development. Exploring such topics as protected classes, diversity intelligence, employee rights, and employee privacy, this book will inform HRD scholars and professionals on researching and enhancing ethical and legal decision making in the workplace.
Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.
Building on the success of the first edition, Christopher Mabey and Graeme Salaman are joined by John Storey in producing an even more comprehensive and thoroughly revised textbook. This volume engages with the essential themes and emergent ideas in strategic human resource management. There is increasing self-confidence about the potential benefit of intangible assets, notably human resources, contributing to the success of organizations. This revised text examines such claims in considerable depth and draws conclusions about the role of strategic HRM at the dawn of the new millennium. A distinctive strength of this volume is that it is a Set Book for one of the largest MBA programmes in Europe. It is a benchmark text for all advanced undergraduate and postgraduate level students of HRM, personnel management and change management. Human Resource Management: A Strategic Introduction covers the following areas: SHRM: A New Way of Managing? Managing Performance Managing Structures and Employment Relationships Managing Learning Managing Change Managing Meaning
Human resource management (HRM) is the predominant apparatus for people management across the world. Since its inception, HRM has nevertheless been subjected to critical scrutiny. This work has produced a corpus of literature now referred to as ‘Critical HRM’. This book on Critical HRM traces the development of the critical scholarly tradition in people management. It analyzes, organizes and synthesizes the various perspectives, ideas and arguments that constitute this critical tradition. The book identifies the current status and future trends of Critical HRM, and explores its ethico-political role in contemporary organizations, especially in the context of widespread public concern about making business more ethical. Incorporating under-researched and emerging issues of people management, such as the Global South and Critical HRM, with more established themes of Critical HRM, this book introduces Critical HRM’s critique of mainstream HRM and its underpinning assumptions. It illustrates how interventions have the potential to transform organizational policies and practices of managing people at work. The book will be of interest to professionals, researchers, and academics focusing on critical issues in people management across the Global South and North.