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CHAPTER 5 Ethics and Diversity in Human Resource Management

CHAPTER 5 Ethics and Diversity in Human Resource Management. Ethics and people. What’s special about human resources? First, they aren’t owned by the organisation. Second, they choose to enter into a contract.

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CHAPTER 5 Ethics and Diversity in Human Resource Management

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  1. CHAPTER 5 Ethics and Diversity in Human Resource Management

  2. Ethics and people What’s special about human resources? • First, they aren’t owned by the organisation. • Second, they choose to enter into a contract. • That contract is often continuing in form, for a range of reasons. • Anyway, human beings are special, with special rights, that must be respected.

  3. Approaches to ethics • Duties • Things that must always be done (or refrained from) • Link to rights and principles • Consequences • Good or bad according to what happens as a result • Virtues • Desirable character qualities

  4. Ethics and businesses • Businesses (and other employing organisations) are not the same as people. • However, they do behave with intent ... • … and their actions do result from decisions made by groups of individual people. • The importance of defining clearly the purpose of the organisation • a key aspect of whether a corporate action is good or bad.

  5. Business purpose • Some see businesses as existing to make money for their owners, in competition with other businesses and within the law. • Others see businesses as having a broader set of responsibilities to society • The ‘corporate social responsibility’ of business. • Interesting implications for how a business should behave • eg as an employer.

  6. Codes of conduct • Help to define desirable behaviours in business • May relate to organisations, sectors or professions • Provide a balance between aspiring to ideals and offering relevant guidance for real-life situations

  7. Equal opportunities • The equal opportunities (EO) approach stands against unfair discrimination • Hiring or promoting only on the basis of ability to do a specified job • Strong ethical justification • Duties and consequences • Often underpinned by legal obligations • EO is not the same as ‘positive discrimination’

  8. Cost/benefit perspective: Direct costs Indirect costs DIVERSITY MANAGEMENT Direct benefits Indirect benefits

  9. Factors which affect international employee performance • The compensation package • The task • Headquarters support • The performance environment, and • Cultural adjustment See, for example: Dowling, P. J., Festing, M. and Engle A. D. (2008) International Human Resource Management, 5th edition. London: Thomson

  10. Performance focus factors v individual valance

  11. Workplace diversity: a business success factor • A driver for a diverse workforce? • expansion of many large business organisations into international, European and global markets • A driver for a diverse workforce? • The (perceived) need for an ethnically/socially well-balanced workforce • A driver for a diverse workforce? • Improve and or maintain organisational ‘image’ • A driver for a diverse workforce? • Increases in labour mobility (perhaps linking to:) • Changes in the supply and demand for labour

  12. Diversity behaviours in the workplace Source (adapted): Robbins, S. P. (2005) Organizational Behaviour, 11th edition. Harlow: Pearson/Prentice Hall; p.600

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