1. HR Ethical Dimensions
First phase – a preoccupation with social justice
Second phase – a preoccupation with development of humane bureaucracy
General interest in ethics

2. Defining Ethics
Dictionary singular definition – ‘The moral value of human conduct and the principles that ought to govern that conduct’
Dictionary plural definition – ‘A social, religious or civil code of behaviour considered to be correct, especially that of a particular group or profession’

3. Ethics In Business Terms
Part of a culture of an individual business
Sets the behaviour by which staff abide
Sets guidelines followed by staff as it makes practical sense in enabling them to do their jobs

4. Early Management Concerns With Ethics
Victorian philanthropists
Andrew Carnegie – charity and stewardship
Milton Friedman – criticism of social responsibility
1980s return of interest

5. Incongruity of Business Ethics
Business is about the pursuit of profits – won’t businesses act immorally whenever necessary?
Executive salaries being out of line – isn’t dramatic inequality wrong?
Is it wrong to subject workers in their mature years to so much insecurity?
(Novak, 1996)

6. Need For Ethical Guidelines
People seek justification for their decisions and actions
Moral justification – value systems
Ethical principles – voluntary agreement by members
Ethical standards – generated by businesses

7. Codes of Ethics
By early 1990s one third of leading British companies had a written ethical code
How are they supported by people to whom they apply?
Necessary that all codes are understood, appreciated, and willingly honoured

8. Criticisms of HRM Approach to Ethics
HRM is amoral and anti social – ignores the pluralistic nature of work organisations
They have lost their claim to independent professional standing
Is ecologically destructive
(Hart, 1993)

9. HR Interest in Ethics
Welfare concept
Deviant innovator

10. Job Enrichment & Humanising the Workplace
HR managers have not abandoned their interest in welfare
Personnel managers shun traditional approach as it is ineffectual
Concentration on surroundings in which work is carried out
Giving more meaning to jobs
Need for hearts and minds not just hands and muscle

11. CIPD Code of Professional Conduct
Accuracy
Confidentiality
Counselling
Developing others
Equal opportunities
Fair dealing
Self development

12. Ethics Across National Boundaries
Social responsibility international dimension has still to be developed
Ethical standards vary
Games are played between governments and multinational companies

13. Current & Developing Ethical Dilemmas
Environment
Equalising opportunities
Quality of working life
Information technology
Employment
Self improvement
Personal element

14. Life in the Business Quality working life holds
Job redesign initiatives
Has the quality of working life declined?
Workplace stress
Lack of comfortable feelings of security

15. IT & the Workplace
What will be done to make up for what technology will take from us?
How great will the influence of the computer on HRM work actually become?
Will technology provide a different social institution?

16. Employment How will people find employment Management of own careers
Flexible employability
How will job prospects in the economy be improved?

17. Self Improvement Relating pay to performance Delayering
Development of novel aspects of corporate culture

18. On a Personal Note
Ethical challenge – process of management is seen to be carried out by people
MBWA – management by walking about
HR as ‘a contact sport’
HR managers need an ethical sense

19. Summary (1 of 2)
Ethics are part of the corporate culture that sets the norms of behaviour staff will abide by
Ethical standards vary between national cultures
Ethical codes are only valid if they are appreciated & willingly implemented

20. Summary (2 of 2)
Personnel managers and HRM practices are regularly criticised for failure of social responsibility
CIPD has a code for its members
There are a number of current and developing ethical dilemmas