Ethical issues in human resources systems

A capability approach to organizational talent management

“…Not long after the 'war for talent' rhetoric took hold, Pfeffer (2001) warned that talent programmes can unleash hazardous social forces stemming from the glorification of outsiders above existing employees, the valorisation of a few individuals over teamwork, and the failure to correct deep cultural problems that affect the performance of the majority of employees. The selection processes at the heart of talent identification are prone to biasing effects (Buckley et al 2001;Lefkowitz 2000;Wayne and Liden 1995) which 7 also derive from the gendered nature of leadership (Baxter 2011;Billing and Alveson 2000) and personal factors (Robins et al 2011). …”

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

“…It also includes all other employees who should have the right to development opportunities and better terms and conditions, in accordance with the principles of inclusive TM (Festing et al 2013;Lewis and Heckman 2006;Swailes et al 2014). Additionally, the appraisal of employee performance and potential, the main form of talent identification, can be highly political and prone to bias, leading to what employees may perceive as unfair practices (Buckley et al 2001;Soni 2014). Minbaeva and Collings (2013) argue that one of the myths regarding TM is the seemingly unquestioned assumption that talent decisions are fair.…”

“…Likewise, Van Buren III (2008) has highlighted that organizational justice should be at least a secondary consideration in management practices in order to be considered socially legitimate. Fairness, an essential principle in ethical leadership (Buckley et al 2001;He et al 2014;Soni 2014), normally provokes positive employee responses (Thornton and Rupp 2016). However, employee responses to perceived fairness often correspond to their organizational experiences (Cropanzano and Mitchell 2005), with 'low perceptions of fairness likely to cause employees to withdraw and disengage' (Saks 2006, p. 606).…”

Academic Cheating in Egyptian Universities: Is It All about Corporate Code of Ethics?

“…Others have reported a difference between males and females with respect to academic cheating (e.g. Buckley et al, 2001;Ameen et al, 1996;Davis et al, 1992;Aiken, 1991). However, research results differed regarding which gender tends to cheat more than the other.…”

“…However, research results differed regarding which gender tends to cheat more than the other. Whilst Ameen et al (1996) found that male students engaged in unethical behavior than female students, Buckley et al (2001) reported that female students had a higher probability of being engaged in unethical behavior than their male counterparts. Age is also one of the factors that were studied in the literature to show their impact on cheating.…”