Quality‐Related HR Practices, Organizational Ethics, and Positive Work Attitudes: Implications for HRD

Abstract

Existing research suggests that human resource (HR) practices and corporate ethics, both of which are orchestrated through human resource development (HRD), enhance employees' work attitudes. Consequently, this study examined the degree to which employees' perception of organizational ethics mediates the relationship between their perceptions of quality‐related HR practices and work attitudes. Results obtained from structural equation modeling of data acquired from 187 professionals in a financial services firm showed full mediation. Stronger perceptions of quality‐related HR practices were associated with increased perceptions of organizational ethics, and stronger perceptions of organizational ethics were associated with more positive work attitudes. The results suggest that quality‐based HR practices can be used in companies to advance an ethical context, ultimately yielding more favorable work attitudes.

Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity

“…This is likely to be of interest to HRD practitioners and scholars, because learning and development tends to reduce during downsizing (Wilkinson, ). Withdrawing such quality‐related human resource (HR) practices is likely to have an adverse effect on employee perceptions of organizational ethics and work attitudes (Valentine, Hollingworth, & Francis, ), which may lead to disengagement. Furthermore, by better understanding the meanings of these reciprocations, we build on the extant research, which recognizes the importance of the line manager's role in fostering employee engagement (Alfes, Truss, Soane, Rees, & Gatenby, ; Lewis, Donaldson‐Feilder, & Tharani, ).…”

Ethics-related selection and reduced ethical conflict as drivers of positive work attitudes

“…Ferrell and Weaver, 1978), the effects of this congruence on job related outcomes has been given little attention." In addition, while some conceptual work has explored the notion of using selection as a tool for enhancing organizational ethics (Buckley et al, 2001;Miceli and Near, 2001;Valentine et al, 2013;Weaver and Trevino, 2001), past empirical research does not directly address how selection can be use as a mechanism for reducing ethical conflict and improving employees' work attitudes. This current research should provide greater insight into the nature of these relationships.…”

Business Ethics Training in Human Resource Development: A Literature Review

“…Wang et al (2009) indicate that organizations utilize a variety of human resource development (HRD) interventions to improve their members’ competences for crisis management. Valentine et al (2013) also state that HR practices can be useful in establishing and consolidating corporate ethics. Put differently, “ethics training is necessary” to develop the competences that help in avoiding or overcoming organizational crises and related challenges (Craft, 2010, p. 600).…”

“…In this regard, the HR department plays an important role in the formation and implementation of such training (Foote & Ruona, 2008). As a consequence, “there is interest in the role of the HR specialist as a guardian of ethics” (Winstanely & Woodall, 2000, p. 7; see also Valentine et al, 2013). HR experts get involved in ethics particularly by developing and running ethics training programs along with communicating ethical guidelines or codes (Valentine et al, 2013; Winstanely & Woodall, 2000).…”