HRM and promoting an ethical workplace in businesses

HRM and promoting an ethical workplace in businesses

Concerns about the prevalence of unethical behavior within business organizations have grown, and media coverage has revealed numerous instances of abuses, scandals, swindles, and corruption (Bartels et al., 1998). 


The primary issue of all professionals as a result of those arrests is to look into every avenue for fostering and promoting ethical conduct and activities within commercial companies.



Victor & Cullen (1987) defined "ethical environment" as the shared understanding of what constitutes ethical action and how ethical dilemmas ought to be resolved.



Dimensions of ethical climate of work (Arnaud, 2010)


Major Issues and Objective of Ethics in the Organizations


 Issues and Objective of Ethics (Shen et al., 2009; Rynes & Rosen, 1995)


HRM ethical guidelines


An organization's human resources can be attracted, managed, and maintained through a variety of special tasks, duties, and procedures known as human resource management (HRM) (Lado & Wilson, 1994).

The following rules pertain to how workers are generally treated as well as to the key HRM tasks of organizational development.
HRM ethical guidelines (Armstrong & Taylor, 2014)

Major HRM activities of organization development


Recruitment and Selection


"Recruitment is the process of discovering and enticing properly qualified persons to apply for employment," claims Opatha (2009).



Training and Development


According to Opatha (2009), training and development is "a formal process of changing employee behavior and motivation in order to improve employee job performance and, ultimately, organizational overall performance."  




Performance Appraisal


"Recruitment is the process of discovering and enticing properly qualified persons to apply for employment," claims Opatha (2009).



Reward Management


The creation and implementation of strategies and procedures within a company with the intention of rewarding employees equitably is known as reward management (Armstrong, 2006).


Ethical dilemma



An approach focused on methodical inquiry, analysis, and diagnosis to uncover the facts and establish the issues involved is more likely to give a reasonably satisfactory result (Clegg et al., 2007). There is no one right technique to deal with an ethical dilemma.

Conclusion

Ethics can be integrated into HRM functional components through appropriate organizational actions. Through this procedure, HRM may aid in establishing and preserving an ethical atmosphere and culture within firms. Every organization must include an ethical focus into each and every practical aspect of HRM. The degree to which an organization experiences major ethical issues is influenced by its ethical climate.

References

Arnaud, A. (2010), Conceptualizing and Measuring Ethical Work Climate: Development and Validation of the Ethical Climate Index, Business and Society, Vol. 49, No. 2, pp. 345-358.

Bartels, L. K. Harrick, E. Martell, K. and Strickland, D. (1998), The relationship between ethical climate and ethical problems within Human Resource Management, Journal of Business Ethics, Vol. 17, No. 7, pp. 799-804.

Clegg, S, Kornberger, M and Rhodes, C (2007) Business ethics as practice, British Journal of Management, 18 (2), pp 107–22.

Corporate Governance: Code of Business Conduct and Ethics. (1996). Retrieved June 3, 2016, from Amazon.com, http://phx.corporate-ir.net/phoenix.zhtml?c=97664&p=irol-govConduct.

Armstrong, M. (2006), A Handbook of Human Resource Management Practice, 10th ed, Noida, India: Gopsons Papers Ltd.

Opatha, H.H.D.N.P. (2009), Human Resource Management, Colombo, Sri Lanka: Author Publication.
Rynes, S. & Rosen, B. (1995), A Field Survey of Factors Affecting the Adoption and Perceived Success of Diversity Training, Personnel Psychology, Vol. 48, No. 2, pp. 247-270.

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