Journal of Business Ethics 88 (1):83-101 (2009)
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Abstract |
In this paper, I will argue that it is a moral obligation for companies, firstly, to accept their moral responsibility with respect to non-discrimination, and secondly, to address the issue with a full-fledged programme, including but not limited to the countering of microsocial discrimination processes through specific policies. On the basis of a broad sketch of how some discrimination mechanisms are actually influencing decisions, that is, causing intended as well as unintended bias in Human Resources Management (HRM), I will argue that the well known tools of legislation and ethical codes are necessary although insufficient to cope with the problem. However, based on empirical evidence, we know which set of measures is likely to diminish discrimination. Taking non-discrimination seriously implies complex and longitudinal policies which include assigning responsibility for a non-discrimination policy within the firm, making managers conscious of implicit stereotypes and helping them to cope with prejudices that no one can totally overcome. Insofar as corporate responsibility with respect to non-discrimination is accepted and strategies that are not prohibitively expensive are known, companies are bound to implement them. Not implementing the best set of measures may be considered at least as a moral shortcoming or, depending on the size of the company, mere lip service to the non-discrimination principle. Although the paper refers to empirical material of diverse backgrounds, its intent is clearly normative. It wishes to spell out what companies ought to do if they are committed to responsible behaviour. The discussion of effective remedies against discrimination is based on a case study of a French company. The retailer Auchan was recently surprised to learn that it was discriminating against ethnic minorities despite strong ethical standards, an ethics committee and ethical leadership. The company dropped its naïve beliefs and set up an ambitious policy cope with the issue. The case illustrates what recent empirical research has revealed about the effectiveness of diversity policies: establishing responsibility for diversity results, firm ethical commitment and support from top management make diversity programs effective.
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Keywords | discrimination diversity human resources management implicit association CSR |
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DOI | 10.1007/s10551-009-0100-6 |
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References found in this work BETA
Equality and Equal Opportunity for Welfare.Richard J. Arneson - 1989 - Philosophical Studies 56 (1):77 - 93.
The Inexact and Separate Science of Economics.Daniel M. Hausman - 1992 - Cambridge University Press.
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Citations of this work BETA
Family Responsibility Discrimination, Power Distance, and Emotional Exhaustion: When and Why Are There Gender Differences in Work–Life Conflict?Tiffany Trzebiatowski & María del Carmen Triana - 2020 - Journal of Business Ethics 162 (1):15-29.
Non Discrimination as a Moral Obligation in Human Resources Management.Geert Demuijnck - 2009 - Journal of Business Ethics 88 (S1):83-101.
CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age. [REVIEW]Eddy S. Ng & Greg J. Sears - 2012 - Journal of Business Ethics 105 (1):41-52.
From an Implicit Christian Corporate Culture to a Structured Conception of Corporate Ethical Responsibility in a Retail Company: A Case-Study in Hermeneutic Ethics. [REVIEW]Geert Demuijnck - 2009 - Journal of Business Ethics 84 (S3):387-404.
Subjective Performance Evaluation and Gender Discrimination.Victor S. Maas & Raquel Torres-González - 2011 - Journal of Business Ethics 101 (4):667-681.
View all 17 citations / Add more citations
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