Epistemological and ethical considerations in conceptualizing and implementing human resource management
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 8 (8):597 - 606 (1989)
As an example of applied social science, the field of human resource management is used to show that ethical problems are not only those of carrying out research, of professional conduct, and of the "distribution fairness" of social science knowledge. A largely overlooked ethical issue is also the implicit choices that are made as an integral part of research and implementation. First, an analysis is undertaken of the implicit assumptions, values and goals that derive from the conception of human problems in work organizations as "managing human resources". Secondly, it is argued that such a conception is in fact a socially constructed reality with "real" consequences and not a reflection of "objective" states of human and social nature with which we have to live. Thirdly, to the extent that our implicit assumptions are in part based upon conceptual choices that are made by individuals or as a collective act of a discipline or work organization, the development of an ethical framework that could guide such choices becomes a crucial challenge for business ethics
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References found in this work BETA
Georges Enderle (1987). Some Perspectives of Managerial Ethical Leadership. Journal of Business Ethics 6 (8):657 - 663.
Kenneth E. Goodpaster (1983). The Concept of Corporate Responsibility. Journal of Business Ethics 2 (1):1 - 22.
Jean Piaget (1970). Genetic Epistemology. New York,Columbia University Press.
Citations of this work BETA
Michelle Greenwood (2013). Ethical Analyses of HRM: A Review and Research Agenda. [REVIEW] Journal of Business Ethics 114 (2):355-366.
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