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Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.1 HR Ethical Dimensions First phase – a preoccupation.

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Presentation on theme: "Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.1 HR Ethical Dimensions First phase – a preoccupation."— Presentation transcript:

1 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.1 HR Ethical Dimensions First phase – a preoccupation with social justice Second phase – a preoccupation with development of humane bureaucracy General interest in ethics

2 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.2 Defining Ethics Dictionary singular definition – The moral value of human conduct and the principles that ought to govern that conduct Dictionary plural definition – A social, religious or civil code of behaviour considered to be correct, especially that of a particular group or profession

3 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.3 Ethics In Business Terms Part of a culture of an individual business Sets the behaviour by which staff abide Sets guidelines followed by staff as it makes practical sense in enabling them to do their jobs

4 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.4 Early Management Concerns With Ethics Victorian philanthropists Andrew Carnegie – charity and stewardship Milton Friedman – criticism of social responsibility 1980s return of interest

5 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.5 Incongruity of Business Ethics Business is about the pursuit of profits – wont businesses act immorally whenever necessary? Executive salaries being out of line – isnt dramatic inequality wrong? Is it wrong to subject workers in their mature years to so much insecurity? (Novak, 1996)

6 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.6 Need For Ethical Guidelines People seek justification for their decisions and actions Moral justification – value systems Ethical principles – voluntary agreement by members Ethical standards – generated by businesses

7 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.7 Codes of Ethics By early 1990s one third of leading British companies had a written ethical code How are they supported by people to whom they apply? Necessary that all codes are understood, appreciated, and willingly honoured

8 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.8 Criticisms of HRM Approach to Ethics 1.HRM is amoral and anti social – ignores the pluralistic nature of work organisations 2.They have lost their claim to independent professional standing 3.Is ecologically destructive (Hart, 1993)

9 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 31.9 HR Interest in Ethics Welfare concept Deviant innovator

10 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Job Enrichment & Humanising the Workplace HR managers have not abandoned their interest in welfare Personnel managers shun traditional approach as it is ineffectual Concentration on surroundings in which work is carried out Giving more meaning to jobs Need for hearts and minds not just hands and muscle

11 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide CIPD Code of Professional Conduct 1.Accuracy 2.Confidentiality 3.Counselling 4.Developing others 5.Equal opportunities 6.Fair dealing 7.Self development

12 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Ethics Across National Boundaries Social responsibility international dimension has still to be developed Ethical standards vary Games are played between governments and multinational companies

13 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Current & Developing Ethical Dilemmas Environment Equalising opportunities Quality of working life Information technology Employment Self improvement Personal element

14 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Life in the Business Quality working life holds Job redesign initiatives Has the quality of working life declined? Workplace stress Lack of comfortable feelings of security

15 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide IT & the Workplace What will be done to make up for what technology will take from us? How great will the influence of the computer on HRM work actually become? Will technology provide a different social institution?

16 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Employment How will people find employment Management of own careers Flexible employability How will job prospects in the economy be improved?

17 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Self Improvement Relating pay to performance Delayering Development of novel aspects of corporate culture

18 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide On a Personal Note Ethical challenge – process of management is seen to be carried out by people MBWA – management by walking about HR as a contact sport HR managers need an ethical sense

19 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Summary (1 of 2) Ethics are part of the corporate culture that sets the norms of behaviour staff will abide by Ethical standards vary between national cultures Ethical codes are only valid if they are appreciated & willingly implemented

20 Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide Summary (2 of 2) Personnel managers and HRM practices are regularly criticised for failure of social responsibility CIPD has a code for its members There are a number of current and developing ethical dilemmas


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