Ethics and HRM Education

Buren, Harry Van; Greenwood, Michelle

doi:10.1007/s10805-012-9174-3

Cited by 7 publications

(6 citation statements)

References 47 publications

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“…In contrast, this reality has been subjected to strong criticism within the literature on labour relations and stakeholder management. Questions concerning the treatment of low-wage, dependent workers are among the most central in ethical analyses of contemporary employment relationships (Van Buren & Greenwood, 2013). The ways in which organisations treat this group of stakeholders, who lack power and meaningful ways of changing the terms of exchange with their employers, should be a central focus of work in business ethics and stakeholder analysis.…”

Section: Long-term Performance and The Employment Relationship Revisimentioning

confidence: 99%

Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model

Prins¹,

Beirendonck²,

Vos³

et al. 2014

mrev

118

145

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Bridging theory and practice through the 'Respect Openness Continuity (ROC)'-model ** Although the academic debate on the link between Corporate Social Responsibility (CSR) and HRM is relatively young, it is generating increasing interest. We suggest that sustainable HRM is a next, innovative and promising domain for theory building, research and practice in the field of HRM. It nonetheless poses several new challenges. To date, the literature on this topic is inconsistent, and the field therefore lacks clear lines, fine-tuning and conceptual/practical maturity. In this context, the 'Respect Openness Continuity (ROC)'-model is introduced. This model proceeds from the proposition that sustainable HRM forms a subsequent stage in the tradition of HRM thinking. In recent years, mainstream HRM has been strongly identified with strategic HRM thinking. In developing a model for sustainable HRM, various theoretical viewpoints beyond the strategic HRM tradition are explored and assessed for their potential contributions to a framework for sustainable HRM that can bridge theory and practice.

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Section: Long-term Performance and The Employment Relationship Revisimentioning

confidence: 99%

Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model

Prins¹,

Beirendonck²,

Vos³

et al. 2014

mrev

118

145

View full text Add to dashboard Cite

show abstract

“…Similarly, criticism for the HR profession in the US raised concerns about the lack of accountability for recruiting and rewarding irresponsible chief executives and financial risk managers that directly contributed to the global recession (Morgenson and Rosner 2011). Van Buren and Greenwood (2013) highlight the fact employment issues frequently play a dominant role in the debate about organisational ethics; they draw attention to the ethical issues within HRM which have attracted legal and public attention in recent history, such as, executive compensation, fair treatment in selection and promotion, and other employment issues. Lawler et al (2011) found that despite an awareness of the demands of ethical stewardship, HR professionals regularly struggle to fulfil this role because of competing pressures and perceptions of their role in their organisations.…”

Section: Reflective Practice and The Hr Professionmentioning

confidence: 99%

Professional learning in human resource management: problematising the teaching of reflective practice

Griggs

Holden

Rae

et al. 2015

Studies in Continuing Education

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Reflection and reflective practice are much discussed aspects of professional education. This paper conveys our efforts to problematise teaching reflective practice in Human Resources (HR) education. The research, on which the paper is based, engages with stakeholders involved in the professional learning and education of reflective practice in three UK universities to provide a critical understanding of the complexities involved. Our research surfaces a level of conceptual ambiguity which creates an uneven landscape in terms of the teaching of reflective practice. Workplace cultures which do not support reflective practice, a focus on performance review and disparate stakeholder views highlight competing discourses of performance based reflection and critical management reflection and suggest a fundamental dissonance between a perspective that reflection in professional work warrants a critical character, and one which is based on a relatively simple 'acquisition of knowledge' model of continuous professional development. The analysis helps assess the teaching challenge within HR professional learning. Similar intricacies may affect teaching in other professions and consequently this article offers a contribution of relevance and interest to others involved in teaching reflective practice.

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“…Prevailing models of HRM are almost a theoretical and mainly prescriptive, drawing on economic and financial theories that “assume and explain organizational control of employees in order to achieve strategic goals” (Greenwood, 2002, p. 263). In the same vein, public discussions of HR professionals’ ethical duties in academic and professional training programs are not only unusual but also, when this issue is addressed, it is often downplayed (Van Buren and Greenwood, 2013). For instance, after analyzing 26 HRM textbooks, Frawley and Boiarintseva (2015, p. 1) report that “textbooks ultimately presented HRM’s duty to promote ethics as subservient to organizational needs.”…”

Section: Introductionmentioning

confidence: 99%

Contextual determinants of HR professionals’ self-perceptions of unethical HRM practices

Simões

Duarte

Neves

et al. 2019

EJMBE

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Purpose The purpose of this paper is to examine human resources (HR) professionals’ self-perceptions of ethically questionable human resource management (HRM) practices (i.e. disregard for the individual, favoring those in power and discrimination). The research sought specifically to determine how these perceptions are influenced by their organizations’ ethical infrastructure and corporate social responsibility (CSR) practices. Design/methodology/approach Data were collected from 134 HR professionals using an anonymous structured questionnaire. Findings The scope of organizations’ ethics programs and the degree of importance given to developing an ethical infrastructure were found to predict the level of acceptance of unethical HRM practices related to discrimination. These practices are also less acceptable to professionals from organizations that are perceived as more socially responsible regarding their employees. Research limitations/implications Additional studies with larger samples are needed to determine more clearly not only the influence of contextual determinants, but also the practical consequences of high levels of acceptance of unethical practices in HRM. Practical implications Organizations can decrease their HR professionals’ acceptance of ethically questionable HRM practices by developing and emphasizing a strong ethical infrastructure and CSR practices, especially those affecting employees. Originality/value HR professionals’ perceptions of ethical issues have rarely been analyzed using empirically tested methods. By surveying HR professionals, this study contributes to a fuller understanding of their perceptions regarding the ethics of their own practices. The results show that contextual determinants play an important role in predicting the level of acceptance of unethical HRM practices, especially those leading to discrimination.

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Ethics and HRM Education

Cited by 7 publications

References 47 publications

Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model

Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model

Professional learning in human resource management: problematising the teaching of reflective practice

Contextual determinants of HR professionals’ self-perceptions of unethical HRM practices

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