Ethics in HRM

Ethics in HRM

Ethics has been defined differently by various scholars. Kidder, Rushworth (2003) contends that ethics involves systematizing, defending, and recommending ideas of right and wrong conduct. Greenwood (2007) notes that ethics investigates issues such as how best do people live, and what behaviors are acceptable or not acceptable in any cultural environment. Legge (2005) notes that the practice of ethics is aimed at identifying and resolving challenges of morality by determining what is good or evil, right or wrong, virtuous or vice, justice and criminal. From these definitions it can be deduced that ethics determine acceptable conduct in HRM functions. Many studies advocates for the HR officers to take responsibility in promoting ethical behaviors that support organizational goals and societal ethical expectations of the business (Feldams, 1996).

Many researchers have stressed over time the importance of HRM in developing and sustaining ethical culture in organisations ( Parboteeaha et al, 2014). However, clarity is needed in the way moral dimensions in HRM can play a role in the process. Guest (2007) claimed that implanting ethics into HRM dimensions through acceptable firm interventions and developing further benevolent ways in which organizations operate is perceived by workers as new approach to HR sensitive and responsible organizations. Employees will accept that HRM can effectively contribute in developing and sustaining ethical principles, moral culture and ethical climate that support performance (Baker, 2006). Entrenching ethical orientation in every purposeful dimension of HRM is indispensable for organizations now than ever before.

Principles of ethics in HRM

Critiques of ethics in HRM have questioned the objectivity of the principles of ethics in that they are claimed respectively to be imperialist, inapplicable, inconsistent and inadequate in their interpretation and application in people management (Solomon, 1984). If applied as they were then they permit prejudice, and such may be the basis of conflict of interest that can overrule professional or behaviour judgements in HR functions (Beauchamp and Childress, 2009). That to keep up professional knowledge and skills ethical principles may not be suitable for current HR practice because there are in place company policies and legislations that guide interactions with employees hence ethics is inapplicable (Higgins, 2005). That the respect of employee confidentiality of information acquired by HR as a result of professional practice envisaged by ethics unless where a legal or professional right or duty to disclose such information is sought is inconsistent with the technological advancement especially where the information is nowadays open and readily available on world wide web and that makes ethical standards for HRM unnecessary in this age (Schaffer, 2012).

Values and Ethics in HRM

Values are the elementary beliefs that guide or inspire attitudes or actions. Values give pointers for conduct and facilitate us to work out what set of values are important to us (Bruno, 2000). Values describe the individual qualities we propose to guide our actions, the type of person we wish to be, the way in which we wish to treat ourselves and our interaction with the society. Values are essential to ethics and are concerned with human actions and therefore the choice of these actions. Ethics evaluates those actions, and therefore the values that underlie them by determining which values ought to be pursued, and which of them should not. Values can be described as those things that are vital to or esteemed by a person, collectively or an organization. In discussing values and morals there are various, frequently used terms with similar implications as values thus, morals, standards, basics and ethics. Taylor and Halstead (1996) characterize values as principles, crucial feelings, beliefs, benchmarks or life positions which act as a common conduct, as a reference point in decision making, or the assessment of convictions, or actions. Values are the beliefs of what a corporation stands for, and need to be the premise for the behavior of its people

REFERENCES

• Kidder, Rushworth (2003). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. New York: Harper Collins.  p. 63. ISBN 0-688-17590-2.
• Greenwood, M., and De Cieri, H. (2007). Stakeholder theory and the ethics of HRM. In A. Pinnington, R. Macklın, and T. Campbell (Eds.),  Human resource management: Ethics and employment (pp. 119-136). New York: Oxford University Press.
• Legge, K. (2005) Human Resource Management: Rhetoric’s and Realities; Anniversary Edition. Palgrave Macmillan.
• John Newton, Ph.D. ( 2000). Complete Conduct Principles for the 21st Century . ISBN 0-9673705-7-4.
• Parboteeaha, K.P., Serikib, H.T. and Hoeglc, M. (2014), Ethnic diversity, corruption and ethical climates in sub-Saharan Africa: recognizing the  significance of human resource  management, The International Journal of Human Resource Management, Vol. 25, No.  7, pp. 979- 1001
• Guest, D. (2007): HRM and performance: can partnership address the ethical dilemmas? In: Pinnington, A., Macklin, R., Cambell, T.(eds):  Human Resource management. Ethics and  employment. Oxford: Oxford University Press. pp. 52-
• Baker, T. L., Hunt, G. H. and Andrews, M. C. (2006), Promoting Ethical Behaviour and  Organizational Citizenship Behaviours: The influence of Corporate Ethical Values,  Journal of Business Research, 59, 849-857.