Human Resource Management and Fortune's Corporate Reputation Survey

This study investigates the relationship between human resource objectives and Fortune's corporate reputation score. Questionnaires were received from 83 human resource executives of companies measured in Fortune's survey. The questionnaire measured the degree to which the following HR objectives underlie HR activities: (1) treating employees fairly, (2) improving organizational performance, and (3) complying with the law. Results show that a significant, positive correlation exists between emphasis placed on the fairness objective and corporate reputation.     

Integrating Religious Principles and Human Resource Management Activities

Many ethical problems faced by organizations concern human resource management. This paper shows how some religious principles can be integrated into a human resource management course. First, it presents a discussion of employee responsibilities and rights in Judaism, Christianity, and Islam. Next, it suggests how various principles can be applied to human resource management activities. Do to others as you would have them do to you is applied to equal opportunity. Thou shall not commit sexual impropriety (or in positive terms, respect and love) is the basis for no sexual harassment. Thou shall not steal (or in positive terms, deal fairly) is related to fair pay in exchange for excellent employee performance. Thou shall not lie (or in positive terms, be truthful) is needed for due process in employee disputes. Thou shall not kill (or in positive terms, respect life) is applied to employee safety and health, plus health care benefits. A list of potential readings is included for instructors to consider for their own courses.     

Fairness,legal compliance,and organizational commitment

Attribution theory is used to hypothesize a positive relationship between one's perception that a fairness motive underlies personnel/human resource management activities and one's organizational commitment. The hypothesis is tested via a survey of 48 operating managers in a Midwestern department store chain. Using hierarchical regression to control for job satisfaction and length of service, a significant positive relationship exists between commitment and the perception that a fairness motive underlies personnel/human resource management activities. Commitment is not significantly related to the perception that a legal compliance motive underlies the activities.     

Values underlying personnel/human resource management: Implications of the bishops' economic pastoral letter

The economic pastoral letter states that employees have rights to employment, non-discriminatory treatment, adequate wages, health care, old age and disability insurance, healthy working conditions, rest and holidays, reasonable protection from arbitrary dismissal, notice of plant closings, unionization and collective bargaining. In addition, the bishops call for better cooperation between labor and management. This paper discusses how these rights can be protected by good personnel/human resource policies and procedures. Daniel J. Koys is Assistant Professor of Management at Marquette University. He is co-author of an article on employment, which has been published in Loyola University of Chicago Law Journal.     

Human resourec management and a culture of Respect: Effects on employees' organizational commitment

The literature is reviwed to produce a set of 37 Human Resource Management (HRM) activities related to showing respect for the individual. Eighty-eight full-time employees from different organizations and enrolled in a part-time MBA program report HRM department motivation for such activities and the degree to which they are committed to their organizations. Respectful treatmentis indeed perceived to be one of the HRM departments' reasons for performing these 37 activities, although it was not usually the most common reason. After controlling for job satisfaction, subjects' organizational commitment is positively related to the perception that HRM activities are motivated by (a) management's desire to show respect for the individual and (b) management's desire to attact/retain employees. When the company's HRM activities are perceived to be motivated by the firm's desire to improve performance or to comply with the law, there is no significant relationship with organizational commitment.