Ethics and HRM: Theoretical and Conceptual Analysis

Despite the ongoing consideration of the ethical nature of human resource management (HRM), little research has been conducted on how morality and ethics are represented in the discourse, activities and lived experiences of human resource (HR) professionals. In this paper, we connect the thinking and lived experiences of HR professionals to an alternative ethics, rooted in the work of Bauman (Modernity and the Holocaust, Polity Press, Cambridge, 1989; Theory, Culture and Society 7:5?C38, 1990; Postmodern Ethics, Blackwell, Oxford, 1991; Approaches to Social Enquiry, Polity Press, Cambridge, 1993; Life in Fragments, Blackwell, Oxford, 1995) and Levinas (Otherwise than Being, or, Beyond Essence, Duquesne University Press, Pittsburgh, PA, 1998). We argue that the study of HRM and ethics should be contextualized within the discourses used, the practices and activities of HR professionals. Through the analysis of interview data from 40 predominantly Canadian HR practitioners and managers we experiment with Bauman??s notion of ??moral impulse?? to help us understand how HRM is both a product and perpetuator of moral neutralization in organizations. We suggest that HRM as it is practiced is concerned with distancing, depersonalizing, and dissembling, and acts in support of the ??moral?? requirements of business, not of people. However, we also recognize that HR practitioners and managers are often confronted with and conflicted by actions and decisions that they are required to take, therefore opening possibilities and hope for an alternative ethical HRM.     

Place and certification cue usage with Canadian forest products

Place-based promotion is used in many industries, including food and wine products, to create a competitive advantage. This study focused on consumer behaviours related to cue usage of origin (i.e. local and imported) and certification (i.e. sustainable products) with the goal of understanding the importance of these two cues used together or separately in the context of Canadian forest products. The study asked consumers in a small Canadian city about their quality beliefs, value assessments and purchase intentions for local and/or certified products. Using a quasi-experimental design, the manipulations include location (local vs. imported), certification (certified vs. uncertified) and product type (commodity vs. value-added). A repeated measures ANOVA found that both cues of origin and certification were important as respondents perceived local products as better quality and higher value, and respondents were more likely to purchase them over most other types. A regression analysis indicated that in most cases quality and value were predictors, but value was the most important indicator of the likeliness to purchase specific forest products. This study has the potential to aid marketers because certification cue usage does not appear to have been examined in conjunction with a product’s local vs. foreign origin.     

The recognition and valuing of patient knowledge: a way forward

The health care that patients receive, particularly in acute care settings, is mainly based in biomedical knowledge. The scientific method of investigating health conditions has directly contributed to the development of this knowledge. This has made a significant contribution to increased survival rates, reduced recovery periods and extending the duration of life. The influence of consumerism on health‐care management has led to an expectation of increased patient involvement when making decisions about their treatment options. This assumes that the provision of information helps improve patients' understanding of the diagnosed health condition and assists them to make ‘good’ decisions. Accordingly, there is a greater focus on providing information to patients. The information provided to patients mostly involves explanation about the biomedical aspects of their health condition. However, patients also desire information about how the health condition will affect their everyday life. We call the understanding of the implications of this information ‘everyday knowledge’. Provision of this information can assist patients by helping them realize their expectations and providing reassurance to both patients and their significant others. Unfortunately, everyday knowledge that assists patients to understand and manage their daily life has not been as systematically researched or examined. While biomedical knowledge has been extensively developed and promoted through funding regimes, everyday knowledge has not benefited from the same support. The interactions in health‐care settings are influential in the generation and use of knowledge. Practises that encourage sensitivity by health professionals to each patient's situation need to be identified and implemented. An increased focus on the inclusion of everyday knowledge alongside biomedical knowledge is likely to enhance the relevance of the information that patients currently receive.     

Benchmarking as a Tool for the Modernisation of Local Government

This paper examines benchmarking as a tool of the modernisation process in local government and the contradictory tensions in the Best Value scheme are explored. Benchmarking is shown to encapsulate the dichotomous nature of a modernising philosophy which espouses innovation and local solutions alongside the government's centralising tendencies. One consequence is the advancement of 'compulsory' and 'defensive' modes of benchmarking with local authorities benchmarking for external accountability reasons; issues of tangible improvement are secondary concerns. These tensions are viewed as irreconcilable, the implication is that local government will need to carefully manage and evaluate its benchmarking activities.     

Strategic reporting by nonprofit hospitals: an examination of bad debt and charity care

Review of Accounting Studies - In this paper, we examine bad debt and charity care reporting by nonprofit hospitals around bond issuance. Given the tax advantages afforded to nonprofit hospitals,...     

How Common Are Bad Bosses?

Bosses play a fundamental role in workplaces. Yet, almost nothing is known about an important and basic question in labor economics and industrial relations. Are the right people promoted to be supervisors, team leaders, and managers? The infamous Peter Principle claims that incompetent bosses are likely to be all around us, but is that true? This article provides the first statistically representative international estimates—taking comparable data on thirty-five nations—of the extent to which employees have “bad bosses.” Using a natural measure, the article calculates that approximately 13 percent of Europe’s workers have a bad boss. Such bosses are most common in large organizations, in organizations without employee-representation committees, in the transport sector, and where workers themselves have no supervisory responsibility. Last, the article offers a practical finding as a potential aid to human resource training and hiring. Contrary to media portrayals, bad bosses are rated least bad on “respect for workers” and worst on their ability to get the job done. Lack of competence, not lack of consideration, appears to be the key problem.     

Saving Our Oceans: Scaling the Impact of Robust Action Through Crowdsourcing

One approach for tackling grand challenges that is gaining traction in recent management literature is robust action: by allowing diverse stakeholders to engage with novel ideas, initiatives can cultivate successful ideas that yield greater impact. However, a potential pitfall of robust action is the length of time it takes to generate momentum. Crowdsourcing, we argue, is a valuable tool that can scale the generation of impact from robust action. We studied an award-winning environmental sustainability crowdsourcing initiative and found that robust action principles were indeed successful in attracting a diverse stakeholder network to generate novel ideas and develop these into sustainable solutions. Yet we also observed that the momentum and novelty generated was at risk of getting lost as the actors and their roles changed frequently throughout the process. We show the vital importance of robust action principles for connecting ideas and actors across crowdsourcing phases. These observations allow us to make a contribution to extant theory by explaining the micro-dynamics of scaling robust action's impact over time.     

Bad bosses and self-verification: The moderating role of core self-evaluations with trust in workplace management

Who responds most strongly to supervisor social undermining? Building on self-verification theory (Swann, 1983, 1987), we theorize that employees with positive views of the self (i.e., higher core self-evaluations [CSEs]) who also maintain higher trust in workplace management are more likely to experience heightened stress and turnover intentions when undermined. We argue that this subset of employees (high CSE, high trust) are more likely to feel misunderstood when undermined by their supervisor and that this lack of self-verification partially explains their stronger responses to supervisor undermining. We find initial support for the first part of our model in a study of 259 healthcare workers in the United States and replicate and extend our findings in the second study of 330 employees in the United Kingdom. Our results suggest that the employees Human Resources often wishes to attract and retain—employees with high CSE and high trust in workplace management—react most strongly to supervisor social undermining.     

A Multilevel Analysis of the Relationship Between Ethical Leadership and Ostracism: The Roles of Relational Climate,Employee Mindfulness,and Work Unit Structure

Journal of Business Ethics - Drawing on insights from social learning and social cognitive perspectives and research on the multilevel reality of leadership influences, we developed and tested a...