Results for 'human capital management'

999 found
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  1.  93
    Human Capital Management: New Possibilities in People Management[REVIEW]Marcel van Marrewijk & Joanna Timmers - 2003 - Journal of Business Ethics 44 (2-3):171-184.
    In addition to the traditional personnel and human resource management (HRM), there is a need for a new approach to personnel management, which we will call Human Capital Management (HCM). HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.
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  2.  42
    Transforming Human Resource Management Systems to Cope with Diversity.Fernando Martín-Alcázar, Pedro M. Romero-Fernández & Gonzalo Sánchez-Gardey - 2012 - Journal of Business Ethics 107 (4):511-531.
    The purpose of this study is to examine how workgroup diversity can be managed through specific strategic human resource management systems. Our review shows that ‘affirmative action’ and traditional ‘diversity management’ approaches have failed to simultaneously achieve business and social justice outcomes of diversity. As previous literature has shown, the benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required, in order to promote appreciation of individual differences. The (...)
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  3.  2
    Human Capital and Potential to Increase its Creativity.Marcela Galovská - 2015 - Creative and Knowledge Society 5 (2):1-11.
    Article highlights the contribution of human capital, which is currently important for every business entity. In order to be an effective organization, it must have a human capital with creative potential. Creativity largely influences work and personal life balance and language skills. Therefore, in the first part of this paper, I concentrate on possibilities of increasing creativity of human resources and discuss the notion of human capital and creativity. Currently, if a business entity (...)
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  4.  3
    Human Resource Management: Challenges And Strategies For Retaining Nurses At A Private University Hospital In Karachi, Pakistan.Rozina Karamaliani, Shirin Rahim & Syed Aamir Hameed - 2016 - Pakistan Journal of Gender Studies 12 (1):127-140.
    Human resource for health, especially nurses, is the greatest challenge worldwide for most of the countries. This shortage has compelled hospital’s management and leadership to identify its causes and strategize interventions to overcome the deficit in order to improve and sustain quality health care for patients. This paper identifies issues affecting nurses’ retention and suggests recommendations for creating job enrichment and enhancing retention at a private university hospital in Karachi Pakistan. A contextual secondary data analysis of M.Sc. Nursing (...)
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  5. Background of Human Capital Development in the Context of Forming the Economy of Knowledge.Tetiana Iankovets - 2018 - EUREKA: Social and Humanities 2:3-9.
    The general definition of human capital has been given, the most important factors of influence on it regardless of the hierarchical level of the economic system, namely education and health, have been indicated in the article. The stages of the human capital development from the basic to the innovative one have been identified and the important internal human factors that can be influenced from the outside, reinforcing them, which will influence the increase of the level (...)
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  6.  28
    The Use of Human Resource Management Systems in the Saudi Market.Bandar Khalaf Alharthey & Amran Rasli - 2012 - Asian Journal of Business Ethics 1 (2):163 - 176.
    Abstract The goal of the study was to investigate the current situation with Human Resources (HR) systems in the Saudi market on the basis of survey conducted among 100 organizations. Their HR and IT experts were to fill out a questionnaire that allowed receiving their expert opinion and make conclusions considering the HR systems usage in this country. In the course of the study, eight hypotheses were investigated and proved: the number of companies’ users of Human Resource (...) (HRM) systems does not exceed a half of the staff; most companies use additional resources for HR management apart from HR automated systems; many companies use systems developed by their specialists for HRM; companies are satisfied with the level of HRM systems’ performance; companies are ready to implement new, more effective systems in their practice; Saudi market is not ready for SaaS model; companies are not ready to implement SaaS model; companies have high development potential despite impediments. The results have shown that the Saudi market is ready for implementation of the new technologies, while the level of satisfaction by the current solutions is comparatively low and requires urgent measures. New developments, preferably on the basis of SaaS model, are required to improve the situation and make a step towards successful future. Content Type Journal Article Category Original Paper Pages 1-14 DOI 10.1007/s13520-012-0015-7 Authors Bandar Khalaf Alharthey, Department of Management, Faculty of Management and Human Resource Development, University Technology of Malaysia, 81310 UTM, Johor Bahru, Johor, Malaysia Amran Rasli, Department of Management, Faculty of Management and Human Resource Development, University Technology of Malaysia, 81310 UTM, Johor Bahru, Johor, Malaysia Journal Asian Journal of Business Ethics Online ISSN 2210-6731 Print ISSN 2210-6723. (shrink)
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  7.  14
    Human and Social Capital and Environmental Management in Small Firms: A Developing Country Perspective.Banjo Roxas, Doren Chadee, Rowenna Mae C. de Jesus & Arlene Cosape - 2017 - Asian Journal of Business Ethics 6 (1):1-20.
    We examine the important roles of two forms of capitalhuman and social—in the accumulation of critical resources that enable firms to adopt sound environmental management practices which contribute to better firm performance. Drawing on human and social capital theories and the resource-based view of the firm, we tested this proposition using data from a survey of 141 small manufacturing firms drawn from a survey of business enterprises in a metropolitan city in the southern region of (...)
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  8.  33
    Intellectual Capital and Uncertainty of Knowledge: Control by Design of the Management System. [REVIEW]Irene M. Herremans, Robert G. Isaac, Theresa J. B. Kline & Jamal A. Nazari - 2011 - Journal of Business Ethics 98 (4):627 - 640.
    This research, couched in the resourcebased view of the firm, investigates the potential for reducing an organization's decision uncertainty within its structural equation modeling, we empirically test if organizational design can reduce the perceived uncertainty related to an IC context, which we refer to as knowledge uncertainty. We found evidence that decentralization and technology infrastruture support a resultsbased IC mangement contrl system which in turn is associated with reduced support a good overall fit for our model. Our findings suggest that (...)
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  9. Classification of Reproduction Types of Human Capital in the Context of State Regulation.Nadiia Benko - 2021 - EUREKA: Social and Humanities 2:11-16.
    The article examines the essence of the reproduction of human capital process, reveals its main stages –formation, distribution, exchange and consumption. The specificity of each stage of reproduction of human capital is considered, which makes it possible to realize the need for purposeful investment in a person and study the problems of state regulation at each of the stages. The article also shows that the reproduction of human capital occurs at the individual, corporate and (...)
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  10. The Positive Effect of Green Intellectual Capital on Competitive Advantages of Firms.Yu-Shan Chen - 2008 - Journal of Business Ethics 77 (3):271 - 286.
    No research explored intellectual capital about green innovation or environmental management. This study wanted to fill this research gap, and proposed a novel construct – green intellectual capital – to explore the positive relationship between green intellectual capital and competitive advantages of firms. The empirical results of this study showed that the three types of green intellectual capital – green human capital, green structural capital, and green relational capital – had positive (...)
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  11.  21
    Corporate Sustainability Conference 2002: The Impact of CSR on Management Disciplines.Marcel van Marrewijk - 2003 - Journal of Business Ethics 44 (2/3):89-93.
    In addition to the traditional personnel and human resource management, there is a need for a new approach to personnel management, which we will call Human Capital Management. HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.
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  12.  17
    Towards 'An Intellectual Capital-Based View of the Firm': Origins and Nature. [REVIEW]Gregorio Martín-de-Castro, Miriam Delgado-Verde, Pedro López-Sáez & José E. Navas-López - 2011 - Journal of Business Ethics 98 (4):649 - 662.
    Economic and social activities are undergoing radical changes, which can be labelled as 'knowledge economy and/or society'. In this sense, intellectual capital (IC), or knowledge assets, as the fourth factor of production, is replacing the other ones-job, land and capital. This article tries to offer the origins and nature of the firm's IC that can be labelled as 'An Intellectual Capital-Based View of the Firm Competition'. This framework tries to highlight the strategic role of different intangible assets (...)
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  13.  24
    El Talento Humano: Un Capital Intangible Que Otorga Valor En Las Organizaciones (Human Talent: An Intangible Capital That Gives Value in Organizations).Fidel Moreno Briceño & Elsy Godoy - 2012 - Daena 7 (1):57-67.
    Resumen. El presente ensayo tiene como finalidad hacer una reflexión sobre el talento humanocomo un capital intangible que otorga valor en las organizaciones, se realiza una crítica a quienesejercen la gerencia en las organizaciones que conociendo los principios de la administracióncientífica por más de un siglo en la cual Henry Fayol, Elton Mayo y Fritz Rothlisberger concluyeron,una organización es un sistema social, el trabajador es sin duda el elemento más importante, suactuación en la realidad es otra. En este sentido (...)
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  14.  2
    The Positive Effect of Green Intellectual Capital on Competitive Advantages of Firms.Yu-Shan Chen - 2008 - Journal of Business Ethics 77 (3):271-286.
    No research explored intellectual capital about green innovation or environmental management. This study wanted to fill this research gap, and proposed a novel construct - green intellectual capital - to explore the positive relationship between green intellectual capital and competitive advantages of firms. The empirical results of this study showed that the three types of green intellectual capital - green human capital, green structural capital, and green relational capital - had positive (...)
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  15.  42
    Organizational Humanizing Cultures: Do They Generate Social Capital[REVIEW]Domènec Melé - 2003 - Journal of Business Ethics 45 (1-2):3 - 14.
    An organizational culture can be defined as "Organizational Humanizing Culture" if it presents the following features: (1) recognition of the person in his or her dignity, rights, uniqueness, sociability and capacity for personal growth, (2) respect for persons and their human rights, (3) care and service for persons around one, and (4) management towards the common good versus particular interests. Current findings and generalized experience suggest that an organizational culture with these features tends to bring about trust and (...)
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  16. A gestão da vida capital e a constituição do homo dispensatio.Rogério Luis da Rocha Seixas - 2012 - Revista Inquietude 3 (2):164-185.
    Our abstract begins with the question: what means the sentence - the life is a capital? Michel Foucault makes the question when he signalizes that the bio-power is connected to the capitalism. In this case, the question is to understand how the increase and the confiscate of wealth suppose the power’s development that captures the life strength to make them participe to the wealth creation process. What other fundamental question could be emphasized? The contemporaneous capitalism is strictly connected to (...)
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  17.  38
    Gender and Resource Management: Households and Groups, Strategies and Transitions. [REVIEW]Corinne Valdivia & Jere Gilles - 2001 - Agriculture and Human Values 18 (1):5-9.
    Rural families must constantly negotiate their livelihoods by obtaining access to natural resources, labor, capital, knowledge, and markets. Successful negotiation leads to enhanced family well-being and sustainable use of natural resources. Unsuccessful negotiation threatens family survival, threatens sustainable use of natural resources, and reduces bio-diversity. These negotiation processes are mediated by gender relations. The ideas of negotiation and of survival strategies outlined here provide a framework within which the articles of this issue can be situated. The articles are the (...)
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  18.  95
    Global Regulatory System of Human Resources Development.Sergii Sardak - 2014 - Dissertation, КИЇВСЬКИЙ НАЦІОНАЛЬНИЙ ЕКОНОМІЧНИЙ УНІВЕРСИТЕТ ІМЕНІ ВАДИМА ГЕТЬМАНА
    ANNOTATION Sardak S.E. Global Regulatory System of Human Resources Development. – Manuscript. Thesis for the Doctor of Economic Science academic degree with major in 08.00.02 – World Economy and international economic relations. – SHEE «Kyiv National Economic University named after Vadym Hetman», Kyiv, 2014. The preconditions and factors of the global economic system with the identified relevant subjects areas and mechanisms of regulation instruments have been investigated. The crucial role of humans in the global economic system as a key (...)
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  19.  4
    Knowledge Management for Poverty Eradication: A South African Perspective.Madeleine Fombad - 2018 - Journal of Information, Communication and Ethics in Society 16 (2):193-213.
    PurposeThis paper aims to explore poverty issues in South Africa, to investigate some of the key contributions that knowledge management can make in the eradication of poverty and to suggest a strategy of knowledge management for poverty eradication in South Africa.Design/methodology/approachThis is a conceptual paper. Secondary data sources, in the form of journal articles, policy documents, newspaper articles and the internet, were consulted.FindingsThis paper contributes to the debates on moving towards an integrated poverty strategy that goes beyond reducing (...)
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  20.  37
    Human Resource Management in a Compartmentalized World: Whither Moral Agency? [REVIEW]Tracy Wilcox - 2012 - Journal of Business Ethics 111 (1):85-96.
    This article examines the potential for moral agency in human resource management practice. It draws on an ethnographic study of human resource managers in a global organization to provide a theorized account of situated moral agency. This account suggests that within contemporary organizations, institutional structures—particularly the structures of Anglo-American market capitalism— threaten and constrain the capacity of HR managers to exercise moral agency and hence engage in ethical behaviour. The contextualized explanation of HR management action directly (...)
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  21.  10
    The Effect of Environmental Corporate Social Responsibility on Environmental Performance and Business Competitiveness: The Mediation of Green Information Technology Capital.Shun-Pin Chuang & Sun-Jen Huang - 2018 - Journal of Business Ethics 150 (4):991-1009.
    With the emergence of environmental sustainability and green business management, increasing demands have been made on businesses in the areas of environmental corporate social responsibility. Furthermore, the influence of ECSR on green capital investment, environmental performance, and business competitiveness has also been the subject of attention from enterprises. However, in previous studies, the mediating role of green information technology capital in the relationship between ECSR, environmental performance, and business competitiveness, has not been investigated by researchers. In order (...)
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  22.  55
    Corporate Social Reporting in the European Context and Human Resource Disclosures: An Analysis of Finnish Companies.Taru Vuontisjärvi - 2006 - Journal of Business Ethics 69 (4):331-354.
    This paper explores by means of content analysis the extent to which the Finnish biggest companies have adapted socially responsible reporting practices. The research focuses on Human Resource (HR) reporting and covers corporate annual reports. The criteria has been set on the basis of the analysis of the documents published at the European level in the context of corporate social responsibility (CSR), paying special attention to the European Council appeal on CSR in March 2000. As CSR is a relatively (...)
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  23. The Influence of Global Intellectualization on Human Development.Sergii Sardak & A. Samoilenko S. Sardak - 2019 - Bulletin of the Cherkasy Bohdan Khmelnytsky National University. Economic Sciences, 1:176-182.
    In the context of the global intellectualization, human capital is the determining factor in the innovation development and the international competitiveness of countries. In the XXI century. the leading component of human capital are qualitatively new information, communication and network technologies. Particular importance are education and training, professionalism, high level of human resources management, building up, reproduction and human capital development. These factors are the prerequisite for the growth of the competitive advantages (...)
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  24.  17
    Human Resource Management: Ethics and Employment.Ashly Pinnington, Rob Macklin & Tom Campbell (eds.) - 2007 - Oxford University Press.
    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 (...)
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  25.  20
    Human Capital and the Labor of Learning: A Case of Mistaken Identity.Alexander M. Sidorkin - 2007 - Educational Theory 57 (2):159-170.
    In this essay, Alexander Sidorkin offers a conceptual critique of the human capital theory that makes erroneous assumptions about the nature of student work and the private cost of schooling. Specifically, human capital theorists underestimate the private cost of schooling by taking low‐level manual labor as the basis for estimating students’ forgone earnings. This does not take into consideration the nature of students’ labor of learning. In the essay, Sidorkin describes student work as a form of (...)
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  26. Challenging the One Best System: The Portfolio Management Model and Urban School Governance.Katrina E. Bulkley, Julie A. Marsh, Katharine O. Strunk, Douglas N. Harris & Ayesha K. Hashim - 2020 - Harvard Education Press.
    In _Challenging the One Best System_, a team of leading education scholars offers a rich comparative analysis of the set of urban education governance reforms collectively known as the “portfolio management model.” They investigate the degree to which this model—a system of schools operating under different types of governance and with different degrees of autonomy—challenges the standard structure of district governance famously characterized by David Tyack as “the one best system.” The authors examine the design and enactment of the (...)
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  27.  2
    Human Resource Disclosures in UK Corporate Annual Reports: To What Extent Do These Reflect Organisational Priorities Towards Labour?K. Vithana, T. Soobaroyen & C. G. Ntim - 2019 - Journal of Business Ethics 169 (3):475-497.
    Our study analyses the nature, quality and extent of human resource disclosures of UK Financial Times Stock Exchange 100 firms by relying on a novel disclosure index measuring the depth and breadth of disclosures. Contextually, we focus on the 5-year period following the then Labour government’s attempts to encourage firms to formally report on their human resource management practices and to foster deeper employer–employee engagement. First, we evaluate the degree to which companies report comprehensively on a number (...)
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  28.  2
    Scale Effects of the Relationships Between 3D Building Morphology and Urban Heat Island: A Case Study of Provincial Capital Cities of Mainland China.Zhi Qiao, Xiping Han, Chen Wu, Luo Liu, Xinliang Xu, Zongyao Sun, Wei Sun, Qian Cao & Linwan Li - 2020 - Complexity 2020:1-12.
    In the process of rapid urbanization, urban heat island effect has been showing more and more significant impacts on human well-being. Therefore, a more detailed understanding of the impact of three-dimensional building morphology on UHI effect across a continuum of spatial scales will be necessary to guide and improve the human settlement.This study selected 31 provincial capital cities of mainland China to analyze the impacts of the 3D building morphology, including the number, area, height, volume, and the (...)
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  29. Eastern University's MBA in Economic Development: Insights for Development Management Programs.Chris Kapp & M. Thomas Ridington - 2009 - Transformation: An International Journal of Holistic Mission Studies 26 (2):146-160.
    Evangelical Christian development organizations have long realized that mission effectiveness is largely contingent on the skills and abilities possessed by their human capital. A crucial way to create that human capital is through development-oriented academic programs, especially those focused on developing skills required by grassroots personnel and their support organizations. A review of Eastern University's MBA in economic development, celebrating its 25th anniversary, provides six conclusions and recommendations for implementing and assessing effective NGO management educational (...)
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  30.  38
    Intellectual Capital Management Enablers: A Structural Equation Modeling Analysis.Robert G. Isaac, Irene M. Herremans & Theresa J. Kline - 2010 - Journal of Business Ethics 93 (3):373-391.
    Appropriate enablers are essential for management of intellectual capital. Through the use of structural equation modeling, we investigate whether organic renewal environments, interactive behaviors, and trust are conducive to intellectual capital management processes, as they each depend upon the establishment of a climate emphasizing mutual respect. Owing to a lack of clarity in the literature, we tested the ordering of the variables and found statistical significance for two ordering alternatives. However, the sequence presented in this article (...)
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  31.  31
    Human Resource Management and Ethical Behaviour: Exploring the Role of Training in the Spanish Banking Industry.Pablo Ruíz Palomino & Rícardo Martínez - 2011 - Ramon Llull Journal of Applied Ethics 2 (2):69.
    Nowadays there is a growing interest in business ethics, both in academia and professionally. However, moral lapses continue to happen in business activities, leading academicians and professionals to rethink what is being done and reinventing new strategies to successfully manage ethics in business organisations. Thus, whereas efforts to promote ethics are basically oriented to using and developing explicit, written formal mechanisms, the literature suggests that other instruments are also useful and necessary to achieve this. Thus, studying the role of the (...)
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  32. The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study.Pascal Paillé, Yang Chen, Olivier Boiral & Jiafei Jin - 2014 - Journal of Business Ethics 121 (3):1-16.
    This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between (...)
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  33.  32
    Freeport-McMoRan Copper & Gold, Inc.: An Innovative Voluntary Code of Conduct to Protect Human Rights, Create Employment Opportunities, and Economic Development of the Indigenous People. [REVIEW]S. Prakash Sethi, David B. Lowry, Emre A. Veral, H. Jack Shapiro & Olga Emelianova - 2011 - Journal of Business Ethics 103 (1):1-30.
    Environmental degradation and extractive industry are inextricably linked, and the industry’s adverse impact on air, water, and ground resources has been exacerbated with increased demand for raw materials and their location in some of the more environmentally fragile areas of the world. Historically, companies have managed to control calls for regulation and improved, i.e., more expensive, mining technologies by (a) their importance in economic growth and job creation or (b) through adroit use of their economic power and bargaining leverage against (...)
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  34. The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns.Sandra Rothenberg, Clyde Eiríkur Hull & Zhi Tang - 2017 - Business and Society 56 (3):391-418.
    Although high-performance human resource practices do not directly affect corporate social performance strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM (...)
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  35. Non-Discrimination in Human Resources Management as a Moral Obligation.Geert Demuijnck - 2009 - Journal of Business Ethics 88 (1):83-101.
    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 (...)
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  36.  28
    Exploring Human Resource Management Roles in Corporate Social Responsibility: The CSR‐HRM Co‐Creation Model.Dima R. Jamali, Ali M. El Dirani & Ian A. Harwood - 2015 - Business Ethics: A European Review 24 (2):125-143.
    Formulating and translating corporate social responsibility strategy into actual managerial practices and outcome values remain ongoing challenges for many organizations. This paper argues that the human resource management function can potentially play an important role in supporting organizations to address this challenge. We argue that HRM could provide an interesting and dynamic support to CSR strategy design as well as implementation and delivery. Drawing on a systematic review of relevant strategic CSR and HRM literatures, this paper highlights the (...)
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  37.  49
    Strategic Human Resource Management as Ethical Stewardship.Cam Caldwell, Do X. Truong, Pham T. Linh & Anh Tuan - 2011 - Journal of Business Ethics 98 (1):171-182.
    The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization's values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their organizations. We (...)
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  38.  25
    Effects of Responsible Human Resource Management Practices on Female Employees’ Turnover Intentions.Dan Nie, Anna-Maija Lämsä & Raminta Pučėtaitė - 2018 - Business Ethics: A European Review 27 (1):29-41.
    This study focuses on the effects of socially responsible human resource management practices on female employees’ turnover intentions and the moderating effect of supervisor gender on this relationship. With a sample of 212 female employees from eight different industries in Finland, the results indicate that SR-HRM practices promoting equal career opportunities and work–family integration play a significant role in reducing women's turnover intentions. The study adds to the academic discourse of corporate social responsibility by highlighting the impact of (...)
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  39.  7
    Ingredients Matter: How the Human Capital of Philanthropic and Traditional Venture Capital Differs.Mariarosa Scarlata, Jennifer Walske & Andrew Zacharakis - 2017 - Journal of Business Ethics 145 (3):623-635.
    Philanthropic venture capital, like traditional venture capital, provides funding and value-added services to a portfolio of entrepreneurial firms. However, TVC differs from PhVC, as the primary goal of TVC is to maximize the economic return of its investments. In contrast, PhVC firms expect their portfolio companies to perform well in terms of both social and economic returns. Using both American and European firms, this paper explores and compares the human capital in PhVC and TVC firm founders. (...)
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  40.  14
    Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees.Jie Shen & Hongru Zhang - 2019 - Journal of Business Ethics 156 (3):875-888.
    Building on the human resource management behavioral and organizational climate literature, this study explores the linkage between socially responsible HRM and employee support for perceived external corporate social responsibility and the underlying social and psychological process. Multilevel analysis of data gathered over two separate periods confirmed that the relationship between SRHRM and employee support for external CSR initiatives of the employing organization is mediated by the organizational CSR climate. Moreover, the indirect effect is contingent on perceived internal CSR. (...)
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  41.  13
    The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective. [REVIEW]M. Guerci, Giovanni Radaelli, Elena Siletti, Stefano Cirella & A. B. Rami Shani - 2015 - Journal of Business Ethics 126 (2):1-18.
    The increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible (...)
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  42.  29
    A Stakeholder–Human Capital Perspective on the Link Between Social Performance and Executive Compensation.Peter M. Madsen & John B. Bingham - 2014 - Business Ethics Quarterly 24 (1):1-30.
    The link between firm corporate social performance and executive compensation could be driven by a sorting effect , or by an incentive effect . Existing empirical work focuses exclusively on the incentive effect. In contrast, in this paper we explore the sorting effect of firm CSP on the initial compensation of newly hired executives. In doing so, we develop a novel theoretical approach based on an integration of stakeholder theory and human capital theory, suggesting a positive association between (...)
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  43.  51
    Sacrificial Citizenship: Neoliberalism, Human Capital, and Austerity Politics.Wendy Brown - 2016 - Constellations 23 (1):3-14.
  44.  91
    Gender Mainstreaming and Corporate Social Responsibility: Reporting Workplace Issues.Kate Grosser & Jeremy Moon - 2005 - Journal of Business Ethics 62 (4):327-340.
    This paper investigates the potential and actual contribution of corporate social responsibility (CSR) to gender equality in a framework of gender mainstreaming (GM). It introduces GM as combining technical systems (monitoring, reporting, evaluating) with political processes (women’s participation in decision-making) and considers the ways in which this is compatible with CSR agendas. It examines the inclusion of gender equality criteria within three related CSR tools: human capital management (HCM) reporting, CSR reporting guidelines, and socially responsible investment (SRI) (...)
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  45.  17
    Human Resource Management: Meeting the Ethical Obligations of the Function.Ken Sloan & Joanne H. Gavin - 2010 - Business and Society Review 115 (1):57-74.
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  46. Human Capital Theory and Higher Education in Developing Countries.Diane E. Oliver - 2004 - Journal of Thought 39 (1):119-130.
     
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  47.  80
    Ethical Standards for Human Resource Management Professionals: A Comparative Analysis of Five Major Codes. [REVIEW]Carolyn Wiley - 2000 - Journal of Business Ethics 25 (2):93 - 114.
    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 implementationare identified with recommendations for addressing them. Also,suggestions for standardizing professional HR codes and forfuture research are discussed.
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  48.  18
    The Human Capital Dimension of Collaboration Among Government, NGOs, and Farm Families: Comparative Advantage, Complications, and Observations From an Indian Case. [REVIEW]R. G. Alsop, R. Khandelwal, E. H. Gilbert & J. Farrington - 1996 - Agriculture and Human Values 13 (2):3-12.
    Stronger collaboration between government organizations (GOs), NGOs, and rural people has long been advocated as a means of enhancing the responsiveness, efficiency, and accountability of GOs and NGOs. This paper reviews the arguments and evidence for specific types of collaboration for sustainable agricultural development, setting it into the context of Korten's (1980) concept of “learning process.” Taking recent examples from Udaipur District in India, it reviews the experiences and potential of collaboration, arguing that, while informal interaction increases and enriches the (...)
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  49.  27
    Utilising Human Resource Management in Developing an Ethical Corporate Culture.Ebben van Zyl - 2012 - African Journal of Business Ethics 6 (1):50.
    South Africa is characterised by rapidly escalating crime, including white-collar crime, and unethical behaviour in public and private organisations. This necessitates innovative ways to deal with the situation. The objective of this conceptual and theoretical research is to investigate ways in which human resource management can be utilised to instil and develop an ethical corporate culture in South African organisations. A theoretical model of ethical behaviour is discussed as a basis for this study. It is indicated that (...) resource management can have an effect on organisational factors and is therefore an important tool in developing an ethical corporate culture. (shrink)
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    Stratified Sustainability in Human Resource Management in Japanese Subsidiaries in Hong Kong.May Wong - 2018 - Asian Journal of Business Ethics 7 (2):151-175.
    Human resource management plays an important role for an organization’s sustainability endeavor. This paper attempts to provide a concise overview of the sustainability in HRM in Japanese overseas subsidiaries. The purpose of this paper is to examine two branches of business from a major Japanese multinational corporation in Hong Kong and identify the nature of sustainability in HRM in these two operations. It draws on qualitative interview data from a sample of 20 Japanese and locally hired employees and (...)
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