Ethics and HRM

 

In modern days human resources management is expected to be a role model of ethics. Essentially, employees could look up to HRM for guidance and grievances. Sims and Bias (2021), point out that it is not enough for an organization’s mission statement to include a vague line about being ethical. HRM personnel should help leadership and employees define what that means for the organization (Sims and Bias, 2021). Thus, the HRM plays an important role in not only highlighting but implementing the ethical conduct of the whole organization. Legge (1998), commented that: ‘In very general terms I would suggest that the experience of HRM is more likely (but not necessarily) to be viewed positively if its underlying principles are ethical’ (Legge, 1998).

 

The role of HR

Armstrong (2014), asserts that HR professionals have a special responsibility for guarding and promoting core values, particularly relating to just and fair treatment. And further states that there are three approaches that HR can adopt.

  1.    To ensure that HR policies and the actions taken to implement them meet acceptable ethical standards
  2.     HR practitioners can act as role models
  3.      Hardest approach, is to challenge unethical behaviour on the part of management

(Armstrong, 2014). In this context, human resources management is expected to champion the cause of ethical conduct on behalf of the employees. For example, in one of the organizations I worked with in the middle east, employees of “certain nationalities” were granted a higher percentage of salary increments than the “other nationalities” by the management. And this discriminatory approach was applied in all job categories irrespective of job performance outcome. In this circumstance, HRM was seen as a mere spectator and did not even possess the courage to convince the management on the basis of principles of justice and fairness, leaving aside speaking out against the management of its unethical behaviour. Parkes and Davis (2013), pointed out the risk that the HR role can become ‘rather passive, favouring communicating standards rather than actively promoting ethical behaviour’ (Parkes and Davis, 2013).

Challenging the higher authority on the grounds of ethics is no mean task for HRM. However, to overcome this problem and thus fulfil an ethical role Winstanley and Woodall (2000), remarked that: ‘HR professionals have to raise awareness of ethical issues, promote ethical behaviour, disseminate ethical practices widely among line managers, communicate codes of ethical conduct, ensure people learn about what constitutes ethical behaviours, manage compliance and monitor arrangements’ (Winstanley and Woodall, 2000). Through awareness efforts by HRM, all stakeholders could be enlightened of their ethical responsibilities.   ‘All HR practices have an ethical foundation. HR deals with the practical consequences of human behaviour’ (Johnson, 2003). However, Hart (1993), asserts that ‘The entire concept of HRM is devoid of morality.’ (Hart, 1993). And according to Clegg et al., (2007), ‘Ethics will be enacted in situations of ambiguity where dilemmas and problems will be dealt with without the comfort of consensus or certitude’ (Clegg et al., 2007). Therefore, HRM needs to take the courage of leading from the front ensuring the ethical aspects of human resources are upheld. Further, HRM practices should be designed to encourage employees trust of the organization.  Mele (2014), states that by maintaining high ethical standards in HRM processes, HR professionals can more easily follow a more ethical pathway leading to “human quality treatment” (Mele, 2014). Thus, 

 

References

Armstrong, M., (2014). Armstrong’s handbook of Human Resource Management Practice, 13th edition, Ashford Colour Press Ltd., UK

Clegg, S., Kornberger, M., and Rhodes, C. (2007). Business ethics as practice, British Journal of Management, 18 (2), pp 107–22

Hart, T.J. (1993). Human resource management: time to exercise the militant tendency, Employee Relations, Vol. 15, No. 3, pp. 29–36.

Johnson, R. (2003). HR must embrace ethics, People Management, Vol. 9, No. 1, pp.

Legge, K. (1998). The morality of HRM, in (eds) C Mabey, D Skinner and T Clark, Experiencing Human Resource Management, London, Sage, pp 14–32

Mele, D. (2014). Human quality treatment: five organizational levels, Journal of business ethics, Vol 120, No 4, pp 457-471.

Parkes, C., and Davis, A. J. (2013). Ethics and social responsibility – do HR professionals have ‘the courage to challenge’ or are they set to be permanent ‘bystanders’? International Journal of Human Resource Management, 23 (12), pp 2411–34

Sims, R.R., and Bias, S.K. (2021). Human Resources Management and Ethics: Responsibilities, Actions, Issues and Experiences. Charlotte, NC: Information Age Publishing, Inc

Winstanley, D., and Woodall, J., (2000). The ethical dimension of human resource management, Human Resource Management Journal, 10 (2), pp 5–20

 

Comments

  1. Malshani JayaneththiDecember 6, 2022 at 10:02 AM

    Agreed with you on your content Afzal. Furthermore, adding to your content, From a theoretical point of view, stakeholder identification is fundamental to any debate about the nature of the relationships between organizations and stakeholders. From a practical point of view, it is an immediate and observable way of ascertaining the broader posture of an organization towards its stakeholder relationships (Miles and Friedman 2002).

    ReplyDelete
    Replies
    1. Afzal FarookDecember 6, 2022 at 12:24 PM

      Thank you for your comment Malshani. The perspective of the organization and stakeholder relationship becomes less significant if the organisation fails in upholding ethical conduct. According to Trevino and Nelson (2016), the organization must scrutinize itself to determine whether something rotten inside the organization is spoiling the apples. In this context, the authentic leader would ensure prejudice against people from different backgrounds has no place in the organisation.

      Delete
  2. Onita JayawardenaDecember 8, 2022 at 6:38 PM

    According to Stone (1998), Human resource Management can be defined as the productive use of people to achieve organizational goals and strategic objectives and the satisfaction of employee needs.

    ReplyDelete
  3. Upul Samantha Disanayaka December 9, 2022 at 7:05 PM

    Yes, The most valuable resource in any organization is its people. To improve their abilities, boost their productivity, and decide to stay in an organization, they must feel valued. With processes like L&D and retention initiatives in place, ethics in HR assures that an organization will live up to the expectations of its employees.

    ReplyDelete
    Replies
    1. Afzal FarookDecember 9, 2022 at 10:05 PM

      Thank you for your comment Upul. According to Deckop (2006), HRM researchers, see HRM ethics and broader organizational issues as inexorably intertwined. However, to implement effective HRM practices of recruitment & selection, training & development, performance appraisal, and rewards & recognition HRM needs to be ethical.

      Delete
  4. Manodya PereraDecember 10, 2022 at 9:23 PM

    A great blog Afzal. In addition, Conducting business unethically can ruin your reputation since word will spread everywhere about your misdeeds. These can include sexual harassment, discrimination, unfair employment policies, etc. As a result, not only will you be able to lose important clients, but attracting quality talent for various positions will be a challenge. That being said, build your reputation with the best HR ethics activities and keep your business ahead of the competition (Gordon 2021).

    ReplyDelete
    Replies
    1. Afzal FarookDecember 10, 2022 at 11:26 PM

      Thank you for your comment Manodya. According to CIPD (2022), an organisation’s success depends on trustful relationships with employees, customers, suppliers, and the community. Therefore, an organization’s culture should reflect the ethical value of the organization by adhering to ethical conduct with employees and stakeholders.

      Delete
  5. Safiya AmeenDecember 13, 2022 at 8:43 AM

    In general Afzal, Ethical HRM entails considering not only the internal morality of a liberal market system, with its emphasis on arrangements that promote the free market rather than the interests of specific businesses. It entails ensuring a broader commitment to ensuring that all employment experiences of individuals are commensurate with their status as moral beings whose lives, interests, and development are ultimately the sole basis for 'designing' and supporting any economic system (Rose, 2007).

    ReplyDelete

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