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Promote professionalism and an ethical approach to HRM and HRD practice in…
Promote professionalism and an ethical approach to HRM and HRD practice in organisations.
ETHICAL
diversity
positive reputation / competition / customers
discrimination / talent pools
stakeholder reputation . investors etc.
effect in different cultures / countries - so need regulation
Von Bergen 2005
takes a long time and many play lip service
desirable from a duty view
integrity
Words and deeds match, not hyprocracy
trust . psychological contract, discretionary, engagement, retention, commitment
Dilemmas
expectations of law
Theories
Kant 1724 duty based -
what you do to do the right thing
doesnt take into account consequences
too complex cover all eventualities
Crane and Martin 2010 -
human behaviour complex and contradictory
Bentham 1700s - Utilitariamism
benefits the majority
Sternberg 2000 - 3way test
business purpose, 2. ordinary decency, 3. distributive fairness
Springett 2004 - stakeholders
Wider stakeholder views - public sector
triple bottom line - inc. CSR and sustainable development
orgs and culture
more acceptable to employ family member
Norway - all boards 40% women
Tesco 2015 nearly achieved target 32% on board - - chairman comments - white
CIPD -
professional standards / code conduct
some HR - reluctant challenge senior managers
depersonalisation of staff
responsible to organisation not managers
responsibility for all especially with deregulation and empowerment
framework ethics
individual decision, 2. inclusive organisation, 3. associations, 4. public values , 5. international agreements
set objectives at the top, moral tone, code of ethics, discipline violators, ethical advocates,whistleblowing, train managers
Banking bonus, advergame, financial industry
Marks - csr carbon neutral
brand - affluent educated customer
positive in media - investors (ethical funding)
recruitment and retention
less suited to small and cost conscious orgs
professionalism
paternalism
freedoms
patronising, relevant h&s, formal process
HR profession
learning, levels, code ethics, wellbeing society
doesn't strike off - companies not bound by quals.
is management profession (Barker 2010)
MBA - -CMI?
no code conduct, not impartial
managers are trained within not subject to exams. Too burdensome and no value. Work often finite. mORE about experience not exams
see advice, knowledge skills gained, difficult judge quality advice, body regulate members, don't need quals to become a member.