There are many books about HRM and many about ethics but none which take these issues together as the focus. Covering the subject of HR in a rigorous and comprehensive way using ethical frameworks, the book also looks at areas of ethical concern in current trends and practice, as well as examples and methods for promoting good practice. A timely contribution to the current gap in HRM literature.
There are many books about HRM and many about ethics but none which take these issues together as the focus. Covering the subject of HR in a rigorous and comprehensive way using ethical frameworks, the book also looks at areas of ethical concern in current trends and practice, as well as examples and methods for promoting good practice. A timely contribution to the current gap in HRM literature.
DIANA WINSTANLEY is Lecturer in Human Resource Management at Imperial College Management School. She has researched widely on management development, stakeholder management, performance management and ethical aspects of human resource management. JEAN WOODALL is Research Director of the Centre for Business and Management Development at Kingston Business School. She has researched widely in management development including management learning in the workplace, continuing professional development for business professionals, and ethical aspects of human resource development.
Inhaltsangabe
PART ONE: THE ETHICAL CONTEXT FOR HUMAN RESOURCE MANAGEMENT.- Introduction; D.Winstanley & J.Woodall.- The Ethical Context of HRM: the Ethical Organisation in the Boundaryless World; K.Legge.- PART TWO: AREAS OF ETHICAL INQUIRY IN HUMAN RESOURCE MANAGEMENT.- What Ethics in the Employment Interview?; L.Spence.- Occupational Testing and Psychometric Instruments: an Ethical Perspective; B.Baker & J.Cooper.- Ethics and Equality: Reconciling False Dilemmas; S.Liff & L.Dickens.- HRM and Employee Well-Being: Raising the Ethical Stakes; N.Doherty & S.Tyson.- Winning Hearts and Minds: Ethical Issues in Human Resource Development; J.Woodall & D.Douglas.- Flexible Working Patterns; C.Stanworth.- Presenteeism and the Impact of Long Working Hours on Managers in the UK; R.Simpson.- The New Pay: Risk and Representation at Work; E.Heery.- Conditions of Worth and the Performance Management Paradox; D.Winstanley.- Employee Participation and Involvement; T.Claydon.- PART THREE: ETHICAL INTERVENTION IN PRACTICE.- Conducting a Social Audit: Lessons from the Body Shop Experience; M.Sillanpaa & C.Jackson.- Staff Charters: A Framework for Identifying the Rights and Responsibilities of Employers and their Staff; P.Taylor & P.Jones.- Whistleblowing; D.Lewis.- Concluding Comments: Ethical Frameworks for Action; J.Woodall & D.Winstanley.
PART ONE: THE ETHICAL CONTEXT FOR HUMAN RESOURCE MANAGEMENT.- Introduction; D.Winstanley & J.Woodall.- The Ethical Context of HRM: the Ethical Organisation in the Boundaryless World; K.Legge.- PART TWO: AREAS OF ETHICAL INQUIRY IN HUMAN RESOURCE MANAGEMENT.- What Ethics in the Employment Interview?; L.Spence.- Occupational Testing and Psychometric Instruments: an Ethical Perspective; B.Baker & J.Cooper.- Ethics and Equality: Reconciling False Dilemmas; S.Liff & L.Dickens.- HRM and Employee Well-Being: Raising the Ethical Stakes; N.Doherty & S.Tyson.- Winning Hearts and Minds: Ethical Issues in Human Resource Development; J.Woodall & D.Douglas.- Flexible Working Patterns; C.Stanworth.- Presenteeism and the Impact of Long Working Hours on Managers in the UK; R.Simpson.- The New Pay: Risk and Representation at Work; E.Heery.- Conditions of Worth and the Performance Management Paradox; D.Winstanley.- Employee Participation and Involvement; T.Claydon.- PART THREE: ETHICAL INTERVENTION IN PRACTICE.- Conducting a Social Audit: Lessons from the Body Shop Experience; M.Sillanpaa & C.Jackson.- Staff Charters: A Framework for Identifying the Rights and Responsibilities of Employers and their Staff; P.Taylor & P.Jones.- Whistleblowing; D.Lewis.- Concluding Comments: Ethical Frameworks for Action; J.Woodall & D.Winstanley.
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