Ethics and HRD: A new approach to leading responsible organizations

Abstract

reviewed by Laurie Hoover BOOK REVIEW M aintenance is everything, especially to preserve the things we value. Recently some friends ruefully discovered that even with modern engines and motor oils, a new car can still be ruined by failing to maintain vital fluid levels. The same need for maintenance applies to physical health and the health of relationships and organizations. Tim Hatcher's book, Ethics and HRD, discusses a crucial maintenance issue for organizations: the need to maintain ethical awareness and practices.Recent corporate ethical scandals have shown that a lack of vigilance and maintenance regarding ethical issues can lead to the collapse of organizations valued by employees, customers, and shareholders. The number of corporate ethical scandals has led to discussions about the need for ethics and integrity. Some companies hoist good ethical intentions up their corporate flagpoles in the form of mission and value statements, but declarations alone are no better than a well-intentioned but ignored maintenance schedule. For the person who wonders how to translate commitments into practice, what's to be done? Hatcher's book offers prescriptive suggestions about actions to ensure an organization's ethical health, in addition to presenting a compelling case regarding the need for ethical maintenance. The Social Responsibility Performance Outcomes ModelThe cornerstone of the book is the Social Responsibility Performance Outcomes Model, illustrated in Figure 1. Hatcher previously introduced this model in an article discussing the use of performance outcomes to build socially responsible companies (Hatcher, 2000). With few exceptions, most notably in the work of Roger Kaufman, the majority of performance improvement models address needs, interventions, and evaluation in terms of individuals, processes, and organizations (Kaufman, 2003;Rummler & Brache, 1995;Van Tiem, Moseley & Dessinger, 2000). The Social Responsibility Performance Outcomes Model extends the focus to include analysis of the outcomes resulting from interventions. The model also incorporates assessment of the effects of intervention outcomes on communities, society, and the environment, in addition to the traditional domains of individuals, processes, and organizations. Organizational interventions intentionally or unintentionally affect all these areas, and this model promotes consideration and accountability for all possible outcomes.

Monitoring Employee Behavior Through the Use of Technology and Issues of Employee Privacy in America

“…A leader's ability to act with integrity is crucial for building trust among individuals in organizations (Wooten & James, 2008). Interestingly, Hatcher (2002) argued that technology is driving the need for ethical HRD, because technology challenges our ethics and what we consider valuable. In addition, what technology can do in HRD can be perceived in terms of strategies in the full application of technology and the human need for personal connection (R. A.…”

Tool use in open learning environments: In search of learner-related determinants

“…First, the identification of diversity as an ethical issue enriches the current literature. Previously, researchers proposed that the introduction of instructional technology can widen or close the inequality gap among different people and groups (Han, 1994;Hatcher, 2002). The results of this study suggests that diversity is an ethical issue in that professional technologists, who have a wide range of technical skills, can create learning materials that exclude people from diverse backgrounds and stereotype learners.…”

“…Violation of individual privacy and the abuse of confidential information have steadily proliferated. In 2000 alone, more than 200 bills on privacy were introduced in the 106 th Congress of the United States (Hatcher, 2002). These measures aim at protecting individual rights and controls of personal data.…”

A journey: HRDQ from 2002 to 2005

“…These events led not only to prosecutions but also to regulatory reforms. As a result of these and other ethical dilemmas, Hatcher (2002) called for a focus on ethics in HRD.…”