Results for 'human resource management ethics'

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  1.  22
    The Employee as 'Dish of the Day': The Ethics of the Consuming/Consumed Self in Human Resource Management[REVIEW]Karen Dale - 2012 - Journal of Business Ethics 111 (1):13-24.
    This article examines the ethical implications of the growing integration of consumption into the heart of the employment relationship. Human resource management (HRM) practices increasingly draw upon the values and practices of consumption, constructing employees as the 'consumers' of 'cafeteria-style' benefits and development opportunities. However, at the same time employees are expected to market themselves as items to be consumed on a corporate menu. In relation to this simultaneous position of consumer/consumed, the employee is expected to actively (...)
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  2.  15
    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 (...)
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  3.  28
    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 (...)
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  4.  27
    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 (...)
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  5.  6
    Human Resource Management's Perspective on Ethics of Allocation in a Hospital.Juergen Wallner - 2011 - Ethik in der Medizin 23 (4):283-289.
    It is widely acknowledged that resource allocations are taking place at various levels of the health care system. On the macro level, resources are allocated according to societal and political considerations within the system as a whole. On the micro level, it is the health care organization where allocations have to be made. Ethical analyses of this micro level usually deal with decisions of health care professionals since they affect patients directly. Allocation decisions by management are of less (...)
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  6.  92
    The Question of Ethical Hypocrisy in Human Resource Management in the U.K. And Irish Charity Sectors.Dorothy Foote - 2001 - Journal of Business Ethics 34 (1):25 - 38.
    Whilst there is a growing volume of literature exploring the ethical implications of organisational change for HRM and the ethical aspects of certain HRM activities, there have been few published U.K. studies of how HR managers actually behave when faced with ethical dilemmas in their work. This paper seeks to enhance the foundations of such knowledge through an examination of the influence of organisational values on the ethical behaviour of Human Resource Managers within a sample of charities in (...)
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  7.  11
    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 (...)
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  8.  21
    Ethics, Sustainability and Strategy: A Question of Balance in Human Resource Management Education.Tracy Wilcox - 2002 - Business and Professional Ethics Journal 21 (2):61-78.
  9.  32
    Ethics and Human Resource Management: Professinal Development and Practice.Mary Hartog & Diana Winstanley - 2002 - Business and Professional Ethics Journal 21 (2):3-9.
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  10.  27
    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 (...)
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  11.  41
    The Agenda for Ethics in Human Resource Management.Winstanley Diana, Woodall Jean & Heery Edmund - 1996 - Business Ethics 5 (4):187-194.
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  12.  10
    The Agenda for Ethics in Human Resource Management.Diana Winstanley, Jean Woodall & Edmund Heery - 1996 - Business Ethics: A European Review 5 (4):187-194.
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  13.  15
    Ethics and Human Resource Management: Introduction.Diana Winstanley & Mary Hartog - 2002 - Business Ethics: A European Review 11 (3):200-201.
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  14.  40
    Ethics and Human Resource Management: Introduction.Diana Winstanley & Mary Hartog - 2002 - Business Ethics 11 (3):200–201.
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  15.  93
    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 (...)
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  16.  44
    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 (...)
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  17.  39
    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. (...)
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  18.  43
    A Stakeholder’s Perspective on Human Resource Management.Michel Ferrary - 2009 - Journal of Business Ethics 87 (1):31 - 43.
    In order to understand the system wherein human resource management practices are determined by the interactions of a complex system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars (Mitroff, 1983, Stakeholders of the Organizational Mind, Jessey-Bass; Freeman, 1984, Strategic Management: A Stakeholder Approach, Pitman) concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being part of a politico-economic system of (...)
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  19.  25
    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 (...)
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  20.  51
    ‘Green’ Human Resource Benefits: Do They Matter as Determinants of Environmental Management System Implementation? [REVIEW]Marcus Wagner - 2013 - Journal of Business Ethics 114 (3):443-456.
    This article analyses whether benefits arising for human resource management from environmental management activities drive environmental management system implementation. Focusing on employee satisfaction and recruitment/retention, it tests this for German manufacturing firms in 2001 and 2006 and incorporates a rare longitudinal element into the analysis. It confirms positive associations of the benefit levels for both variables with environmental management system implementation on a large scale. Also it provides evidence that increasing levels of environmental (...) system implementation result from higher economic benefits in the human resource domain. In doing so the article supplies needed quantitative evidence on important aspects of how sustainability relates to human resource management. (shrink)
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  21.  29
    Paradoxes From the Individualization of Human Resource Management: The Case of Telework.Laurent Taskin & Valérie Devos - 2005 - Journal of Business Ethics 62 (1):13-24.
    In the context of change to the “new modernity” described in Beck’s work, companies develop management modes and methods that focus more and more on individuals. Constitutive of the individualization process, human resources practices have become ambivalent as the process itself. This contribution examines how a managerial and organizational innovation as telework contributes to the process of individualization, and the paradoxes it addresses to management. At the interface of the social and the technical, teleworking appears as a (...)
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  22.  42
    Human Resource Management and Distress at Work: What Managers Could Learn From the Spirituality of Work in Simone Weil’s Philosophy.Christine Noel-Lemaitre & Séverine Le Loarne-Lemaire - 2012 - Philosophy of Management 11 (2):63-83.
    Workplace spirituality deals with paradoxes. This concept has been taken on board since the late 1980s, but very few human resource managers have realised that workplace spirituality could make an essential contribution to a better understanding of workplace and corporate reality. Increasing numbers of academic papers are being published on this subject but mere remain many grey areas for researchers. The aim of this paper is to use Simone Weil’s philosophy as a reading grid to get an insight (...)
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  23.  13
    The Relationship Between Ethical Climate and Ethical Problems with Human Resource Management.L. K. Battels, E. Harrick, K. Martell & D. Strickland - 1998 - Journal of Business Ethics 17 (7):799-804.
    The study examines the relationship between the strength of an organization's ethical climate and ethical problems involving human resource management. Data were collected through a survey of 1078 human resource managers. The results indicate a statistically significant negative relationship between the strength of an organization's ethical climate and the seriousness of ethical violations and a statistically significant positive relationship between an organization's ethical climate and success in responding to ethical issues. Thus, interventions that strengthen an (...)
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  24.  56
    The Relationship Between Ethical Climate and Ethical Problems Within Human Resource Management.Kynn K. Bartels, Edward Harrick, Kathryn Martell & Donald Strickland - 1998 - Journal of Business Ethics 17 (7):799-804.
    The study examines the relationship between the strength of an organizationÕs ethical climate and ethical problems involving human resource management. Data were collected through a survey of 1078 human resource managers. The results indicate a statistically significant negative relationship between the strength of an organization'ss ethical climate and the seriousness of ethical violations and a statistically significant positive relationship between an organization'ss ethical climate and success in responding to ethical issues. Thus, interventions that strengthen an (...)
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  25.  59
    The Impact of Socially Responsible Investment on Human Resource Management: A Conceptual Framework.Peter Waring & John Lewer - 2004 - Journal of Business Ethics 52 (1):99-108.
    Socially responsible investment (SRI) has increasingly assumed a major role in global equity markets. In this article we argue that the continued growth in investors seeking to align their ethical concerns with their investment strategies may influence the way in which the employment relationship is managed in publicly-listed corporations. After tracing the historical development of SRI, its implications for the conduct of human resource management (HRM) are examined. We conclude by analysing a number of the key problems (...)
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  26.  7
    A Stakeholder’s Perspective on Human Resource Management.Michel Ferrary - 2009 - Journal of Business Ethics 87 (1):31-43.
    In order to understand the system wherein human resource management practices are determined by the interactions of a complex system of actors, it is necessary to have a conceptual framework of analysis. In this respect, the works of scholars concerning stakeholder theory opened new perspectives in management theory. An organisation is understood as being part of a politico-economic system of stakeholders who interact and influence management practices. Each stakeholder tries to optimise and protect his interests, (...)
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  27.  31
    The Virtue of Forgiveness as a Human Resource Management Strategy.M. J. Kurzynski - 1998 - Journal of Business Ethics 17 (1):77-85.
    In an individualistic society and in the increasingly competitive business environment people do not seem inclined to forgive others their trespasses. One is more likely to choose to ignore the virtue of forgiveness as a way of handling personnel situations involving intense conflict or mild disagreements, favoring instead the negative feelings of resentment, anger, revenge or retaliation. Business people seem less concerned with growth in virtue and character; interestingly they allow their character and ultimately their work relationships to deteriorate because (...)
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  28.  29
    “Equality Theory” as a Counterbalance to Equity Theory in Human Resource Management.David A. Morand & Kimberly K. Merriman - 2012 - Journal of Business Ethics 111 (1):133-144.
    This conceptual paper revisits the concept of equality as a base of distributive justice and contends that it is underspecified, both theoretically and in terms of its ethical and pragmatic application to human resource management (HRM) within organizations. Prior organizational literature focuses primarily upon distributive equality of remunerative outcomes within small groups and implicitly employs an equity-based conception of inputs to define equality. In contrast, through exposition of the philosophical roots of equality principles, we reconceptualize inputs as (...)
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  29. Introduction: Ethical Human Resource Management.Ashly Pinnington, Rob Macklin & Tom Campbell - 2007 - In Ashly Pinnington, Rob Macklin & Tom Campbell (eds.), Human Resource Management: Ethics and Employment. Oxford University Press.
     
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  30.  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 (...)
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  31.  27
    Recognition, Reification, and Practices of Forgetting: Ethical Implications of Human Resource Management[REVIEW]Gazi Islam - 2012 - Journal of Business Ethics 111 (1):37-48.
    This article examines the ethical framing of employment in contemporary human resource management (HRM). Using Axel Honneth's theory of recognition and classical critical notions of reification, I contrast recognition and reifying stances on labor. The recognition approach embeds work in its emotive and social particularity, positively affirming the basic dignity of social actors. Reifying views, by contrast, exhibit a forgetfulness of recognition, removing action from its existential and social moorings, and imagining workers as bundles of discrete resources (...)
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  32. 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 (...)
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  33.  6
    Human Resource Management Patterns of Corruption Mechanisms Within Informal Networks.Maral Muratbekova-Touron & Tolganay Umbetalijeva - 2019 - Business and Professional Ethics Journal 38 (2):177-193.
    In this article, we propose to comprehend the corruption mechanisms of tender bidding processes in terms of Human Resource Management practices within informal networks. Taking the context of Kazakhstan, we analyze the behavior of individual actors as members of informal networks. Our analysis shows that both corruption and anti-corruption mechanisms can be explained in terms of HRM practices such as recruitment, compensation and performance management.
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  34.  17
    Immanent Philosophy: The Consequences and Concepts of Human Resource Management.Pia Bramming - 2007 - Philosophy of Management 6 (2):31-45.
    In this paper I present a philosophically-inspired approach to the field of human resource management (HRM). Such an approach demands a certain kind of reader and a certain kind of HR professional: readers and professionals who are less occupied with the application and implementation of new HR technologies and more with the complex impact of HRM technologies and practices on individuality and sociality. I argue that concepts, technologies and practices of HRM are in practice elements in an (...)
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  35.  20
    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 (...)
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  36.  14
    Deploying Environmental Management Across Functions: The Relationship Between Green Human Resource Management and Green Supply Chain Management.Annachiara Longoni, Davide Luzzini & Marco Guerci - 2018 - Journal of Business Ethics 151 (4):1081-1095.
    Balancing environmental, social, and economic performance is today considered a key responsibility that firms have toward society. As a result, academics, practitioners, and political decision makers are increasingly paying attention to environmental management systems improving a full spectrum of environmental performance. In that regard, even if recent literature suggests that environmental management should be deployed through a cross-functional approach, extant literature mostly focuses on independent functional systems. This paper addresses this gap investigating how the deployment of environmental (...) in the human resource function—adopting green human resource management practices—and the supply chain function—adopting green supply chain management practices—impact on environmental and financial performance. We draw from a multiple-respondent survey of human resource and supply chain managers in multiple industries in Italy. The study suggests that GHRM and GSCM impact on both environmental and financial performance and shows that GHRM and GSCM exert those impacts in a joint fashion. Indeed, our results show that GSCM plays a mediating role in the relationship between GHRM and performance. Overall, our results provide researchers and managers with relevant insights into the cross-functional deployment of the environmental values and principles across functions. (shrink)
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  37.  10
    Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective.Maria Järlström, Essi Saru & Sinikka Vanhala - 2018 - Journal of Business Ethics 152 (3):703-724.
    The present paper analyses how top managers construct the meaning of sustainable human resource management and its responsibility areas and how they identify and prioritize stakeholders in sustainable HRM. The empirical data were collected as part of the Finnish HR Barometer inquiry. A qualitative analysis reveals four dimensions of sustainable HRM: Justice and equality, transparent HR practices, profitability, and employee well-being. It also reveals four broader responsibility areas: Legal and ethical, managerial, social, and economic. Contrary to the (...)
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  38.  73
    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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  39.  6
    An Institutional Approach to Ethical Human Resource Management Practice: Comparing Brazil, Colombia and the UK.Beatriz Maria Braga, Eduardo de Camargo Oliva, Edson Keyso de Miranda Kubo, Steve McKenna, Julia Richardson & Terry Wales - forthcoming - Journal of Business Ethics:1-20.
    The impact of contextual influences on human resource management and management more generally has been the focus of much scholarly interest. However, we still know very little about how context impacts on the practice of ethical HRM specifically. Therefore, drawing on 59 in-depth interviews with HR practitioners in Brazil, Colombia and the UK, this paper theorizes how they perceive the ethical dimensions of their roles within their respective national contexts and how the way they act in (...)
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  40.  8
    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 (...)
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  41.  1
    Work–Family Practices and Complexity of Their Usage: A Discourse Analysis Towards Socially Responsible Human Resource Management.Suvi Heikkinen, Anna-Maija Lämsä & Charlotta Niemistö - forthcoming - Journal of Business Ethics:1-17.
    The question of work–family practices commonly arises in both theory and daily practice as a matter of responsibility in today’s organisations. More information is needed about them for socially responsible human resource management. In this article our interest is in how work–family practices, serve as an important element of SR-HRM, constructed as helpful for employees’ work–family integration, are realised in organisational life. We investigate the discursive ways in which members of two different organisations working at different organisational (...)
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  42.  6
    Stratified Sustainability in Human Resource Management in Japanese Subsidiaries in Hong Kong.May M. L. 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 (...)
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  43. Strategic Human Resource Management as Ethical Stewardship.Anh Tuan T. Linh - forthcoming - Journal of Business Ethics.
    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 (...)
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  44.  29
    Values Underlying Personnel/Human Resource Management: Implications of the Bishops' Economic Pastoral Letter. [REVIEW]Daniel J. Koys - 1988 - Journal of Business Ethics 7 (6):459 - 466.
    The economic pastoral letter states that employees have rights to employment, non-discriminatory treatment, adequate wages, health care, old age and disability insurance, healthy working conditions, rest and holidays, reasonable protection from arbitrary dismissal, notice of plant closings, unionization and collective bargaining. In addition, the bishops call for better cooperation between labor and management. This paper discusses how these rights can be protected by good personnel/human resource policies and procedures.
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  45. Ethics and HRM: A Review and Conceptual Analysis. [REVIEW]Michelle R. Greenwood - 2002 - Journal of Business Ethics 36 (3):261 - 278.
    This paper reviews and develops the ethical analysis of human resource management (HRM). Initially, the ethical perspective of HRM is differentiated from the "mainstrea" and critical perspectives of HRM. To date, the ethical analysis of HRM has taken one of two forms: the application Kantian and utilitarian ethical theories to the gestalt of HRM, and the application of theories of justice and fairness to specific HRM practices. This paper is concerned with the former, the ethical analysis of (...)
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  46.  46
    Business in Technological, Marketing and Social Perspectives: A Progress in Strategic and Human Resource Management.Pei Hua Fu, Tchamy Jonathan & Najma Bano - 2019 - International Letters of Social and Humanistic Sciences 85:21-26.
    Publication date: 24 January 2019 Source: Author: Pei Hua Fu, Tchamy Jonathan, Najma Bano Progress in globalization has made many nations to see China as a fast-growing country in terms of technology, infrastructure, manufacturing and production of goods and services. In spite of these developments, there is still a room of research for resolving the uneven distribution of income which has caused political and socio-economic problems in the country. The purpose of this paper is to determine the role of (...) Resources Management and Talent Management in bringing improvement in enterprise capabilities to stand in the market. The method adopted in this paper is the systemic literature reviewer focused on the qualitative analysis of studies focused on strategic and human resource management. This research review finds that these human-related managements are crucial requirement to build company capabilities. However, as the the company keeps growing, performance and development of employee need to keep up to cover up the global market. Giving some guidance, training, and practice may be one of the proper investments in developing the capabilities. Customer loyalty is an influential factor in the performance of the company. (shrink)
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  47.  14
    Prediction in Social Science: The Case of Research on the Human Resource Management-Organisational Performance Link.Steve Fleetwood & Anthony Hesketh - 2006 - Journal of Critical Realism 5 (2):228-250.
    _ Source: _Volume 5, Issue 2, pp 228 - 250 Despite inroads made by critical realism against the ‘scientific method’ in social science, the latter remains strong in subject-areas like human resource management. One argument for the alleged superiority of the scientific method lies in the taken-for-granted belief that it alone can formulate empirically testable predictions. Many of those who employ the scientific method are, however, confused about the way they understand and practice prediction. This paper takes (...)
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  48.  21
    Prediction in Social Science - The Case of Research on the Human Resource Management-Organisational Performance Link[REVIEW]SteveAnthony FleetwoodHesketh - 2006 - Journal of Critical Realism 5 (2):228-250.
    _ Source: _Volume 5, Issue 2, pp 228 - 250 Despite inroads made by critical realism against the ‘scientific method’ in social science, the latter remains strong in subject-areas like human resource management. One argument for the alleged superiority of the scientific method lies in the taken-for-granted belief that it alone can formulate empirically testable predictions. Many of those who employ the scientific method are, however, confused about the way they understand and practice prediction. This paper takes (...)
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  49.  26
    Agonism and the Possibilities of Ethics for HRM.Carl Rhodes & Geraint Harvey - 2012 - Journal of Business Ethics 111 (1):49-59.
    This paper provides a critique and re-evaluation of the way that ethics is understood and promoted within mainstream Human Resource Management (HRM) discourse. We argue that the ethics located within this discourse focuses on bolstering the relevance of HRM as a key contributor to organizational strategy, enhancing an organization's sense of moral legitimacy and augmenting organizational control over employee behaviour and subjectivity. We question this discourse in that it subordinates the ethics of the employment (...)
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  50. Water Ethics and Water Resource Management.Jie Liu, Amarbayasgalan Dorjderem, Jinhua Fu, Xiaohui Lei & Darryl Macer - 2011 - UNESCO.
    This book examines some possible ethical principles to resolve moral dilemmas involving water. Existing problems in current water management practices are discussed in light of these principles. Transformation of human water ethics has the potential to be far more effective, cheaper and acceptable than some existing means of “regulation”, but transformation of personal and societal ethics need time because the changes to ethical values are slow.
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