HR system and work ethics: A systematic review (original) (raw)
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HR and Ethics. A relationship that is work in progress
In this ever-changing business world, the role of HR has become significantly imperative due to the increasing focus on aligning people of the organisation with the overall business strategy, particularly in an era when unethical behaviour is not tolerated. However, considering the complexity of the HR profession, it has been questioned what the role of HR is. With the changing future of work, this question has become more prevalent considering the influence of factors such as globalisation, automation and generational changes. Various scholars have claimed that HR professionals should be undertaking four distinct roles of administrative expert, strategic business partner, change agent and employee champion, which consequently leads to a role-conflict for HR professionals, hence influencing their decision-making within organisations, particularly in ethical situations. Using Ulrich (1997) model as a benchmark, this thesis aims to explore the relationship between HR and ethics, focus...
Ethical issues in human resources systems
Human Resource Management Review, 2001
Currently, the topic of ethics is enjoying a surge in popularity among the media and corporate America. It is unclear if the reason for all the attention is``just for show'' or if companies truly believe in the substantive benefits, which can be gained by facilitating an ethical context. However, by examining the negative consequences of unethical corporate cultures, as well as the benefits of ethical ones, we demonstrate that perhaps, in this case, the action is what is important, not the motivation. Human resource systems may be a means to promulgating an ethical culture in that ethics pervade selection and staffing, performance appraisal, compensation, and retention decisions. Thus, human resource systems and ethical corporate cultures should be considered partners in the process of creating competitive advantage for organizations. D
Advance Ethical Practices in Human Resource Management: A Case Study of Health Care Company
Journal of Resources Development and Management, 2015
This study set out to examine the advance ethical practices in human resource management. The purpose of this study is to determine the prominence of HRM for a case organization regarding, how ethics and compliances striking it to perform HRM day to day operation more efficiently. This study explains why the extensive involvement of HR in corporate ethics programs is important to the perceived fairness, and thus the likely outcomes. Data collection was carried out through conducting interviews by approaching 12 HR participants. The research findings show that HRM and ethical practices are integrated part of a case organization and hold real prominence to lay down its own code of conduct and motivational ways to foster employees' better performance. It is concluded that HR management can influence ethics and fair treatment at work in numerous ways. Implications and few recommendations were also made on the basis of findings.
Ethics in Human Resource Management: A Conceptual and Theoretical Analysis
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Most debates centered on HRM ethics have mainly concentrated on social and ecological responsibility of organisations; also, in recent years ethics has increasingly become an internal concern for organisations. In the past years, management has ignored employees' interests as they prioritised the interests of shareholders. Human resource has become a very important resource to many organizations. This calls for the need to ensure justice and fairness in the manner in which this resource is handled. Employers in a typical organisation are in an increasingly advantaged position, whereby they dominate and govern the relationship between their employees and themselves. This shows the need for evaluating the role of the management in promoting morality and ethical procedures in dealing with employees, hence, this paper.
This article elucidates the relationship between HR systems and ethical climate at workplace with primary focus on the procedure adopted for development of ethical climate, using case study of an Indian power distribution company (Tata Power Delhi Distribution Limited [TPDDL]). The study categorizes TPDDL's endeavours undertaken into two categories, explicit and implicit initiatives. Explicit ways of promoting ethics include ethics trainings, seminars on ethics, rewards and punishment policy, and mechanism of reporting ethical concerns/issues (ethics portal, whistle blower policy, IVRS, etc.). Implicit ways of creating ethical climate include HR practices, namely selective selection, training for developing interpersonal and technical skills, fair performance appraisal system and various engagement initiatives. The support and guidance of the senior management and line managers ensured successful execution of both initiatives. Results from the study suggest, over the period of time, the untiring efforts of various actors that saw the development of an ethical climate.
Contextual determinants of HR professionals’ self-perceptions of unethical HRM practices
European Journal of Management and Business Economics, 2019
PurposeThe purpose of this paper is to examine human resources (HR) professionals’ self-perceptions of ethically questionable human resource management (HRM) practices (i.e. disregard for the individual, favoring those in power and discrimination). The research sought specifically to determine how these perceptions are influenced by their organizations’ ethical infrastructure and corporate social responsibility (CSR) practices.Design/methodology/approachData were collected from 134 HR professionals using an anonymous structured questionnaire.FindingsThe scope of organizations’ ethics programs and the degree of importance given to developing an ethical infrastructure were found to predict the level of acceptance of unethical HRM practices related to discrimination. These practices are also less acceptable to professionals from organizations that are perceived as more socially responsible regarding their employees.Research limitations/implicationsAdditional studies with larger samples...
2000
Focusing on professional codes of ethics in HR, this article establishes a foundation for understanding the contents of thesecodes and for future research in this area. Five key professionalethics codes in HRM are analyzed according to six obligations.The resulting characterizations revealed that these codes advocatefive principles related to integrity, legality, proficiency, loyalty, and confidentiality. Particular flaws in code content and
Towards Extending the Ethical Dimension of Human Resource Management
International Business Research, 2016
Enduring interest in the "social" aspect of the ethical dimension of Human Resource Management (HRM) on employees and society is a positive trend towards humanity. To maintain justice, fairness and well-being towards its stakeholders, it is necessary for an organization to perform HRM functions ethically. Authors identified two possible meanings to the ethical dimension of HRM. In addition to the above, a second possible connotation was recognized, and labeled as "Ethical Orientation of HRM or EOHRM". This is "to direct HRM functions to create, enhance and maintain ethicality within employees, to make an ethical workforce in the organization". EOHRM is conceptualized based on three dimensions: acquire, develop and retain. Elements of EOHRM are the functions of these three HRM fields. Ethical characteristics would be embedded into elements and question items of the instrument, in order to measure EOHRM. It seems that this concept has been unexplored by scholars in the existent HRM literature. This article attempts to bridge this knowledge gap to a significant extent. EOHRM is offered as a novel concept to HRM architecture, and it gives favorable directions towards future research.
Human Resource Management from an Ethical Conduct
International Journal for Research in Applied Science & Engineering Technology (IJRASET), 2023
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Human Resource Management: Ethics and Employment
2012
The book examines ethics and employment issues in contemporary Human Resource Management (HRM). Written by an international team of academics from universities in the UK, the US, Australia and New Zealand, it examines the problems and opportunities facing employers and employees. The book subdivides into three sections: Part I assesses the context of HRM; Part II analyses contemporary debates, continuity and change in HRM; and Part III proposes likely developments for the future seeking to identify a more proactive HRM approach towards ethical issues arising in employment. Distinctive features include: Comprehensive analysis of continuity and change in employment and HRM; In-depth assessment of the ethical contribution and potential of HRM; Timely evaluation of the ethical achievements to-date of HRM in individualized employment relations, HRM partnerships, HRM and employee performance, and strategic HRM; Detailed recommendations for HR managers and general managers encouraging more...