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Friday, March 18, 2011

Ethics in Human Resource Management Essay

The academic debate on firm ethics in human resources management essay mainly concentrates over a social and ecological responsibility of businesses within the society. Ethics in human resources management essay are regarded as significant during the external self-presentation and public perception of (economic) organisations. The type of ‘enlightened selfinterest’ of business claims that only those people firms can be economically successful which control to convince their stakeholders of their moral integrity. In accordance with the model, the implementation of ethical standards lies inside the self-interest of companies.1

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As some authors region in recent publications, ethics in human resource management also come to be additional and additional an internal concern of organisations. Whereas formerly the interests of employees were ignored or only regarded one of several stakeholders’ interests, the “ethical management of employees” itself gains in significance. Johns states that “the time for ethical leadership has come.” Especially human resource management (HRM) plays a decisive role in introducing and implementing ethics. The essay outlines some aspects of ethics in HRM. It sketches ethical concerns that emerged in recent HRM debates, and reflects the viewpoint that ethics needs to be a pivotal difficulty for HR specialists. Several ethical frameworks and their software program in HRM policies and practices are reviewed. Here, the focus is mainly on barriers and obstacles to introducing ethical standards in HRM activities. Finally, some first steps to putting ethics into HRM procedure are outlined.

Although “ethical difficulties arise almost constantly in human resource management” , in academic debates around HRM ethical issues had been of “marginal significance” for extended and gained increasing interest in publications only a short time ago.2 The attention paid to moral dimensions of HRM was triggered by some objectionable changes in organisations’ management of people, as many recent developments in HRM policies and practices had raised many serious ethical questions. Ethically doubtful HRM practices develop, for example, inside field of “insecurity and risk”, as employers have a tendency to shift economic risks onto the shoulders of their employees. The boom of performance-related pay systems and flexible task contracts are indicators of these newly established kinds of shifting risk.

The “surveillance and control” of employees is an additional ethically sensitive area in recent HRM. By “evaluating, grading, and classifying individuals” management seeks for transparent employees to be able to select those offering not merely outstanding professional abilities and knowledge but also displaying desired behaviour, attitudes, motivation and interests. Therefore, current HRM puts many effort in approaches of evading the autonomy and privacy of employees (e.g. psychometric testing and performance control systems) or even enforcing attitudes and values via change programmes.

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