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  1. Smoking as a Job Killer: Reactions to Smokers in Personnel Selection.Nicolas Roulin & Namita Bhatnagar - 2018 - Journal of Business Ethics 149 (4):959-972.
    Decades of tobacco control initiatives have turned public opinion against cigarette smoking. Smokers, once considered glamorous, are now stigmatized in domains including the workplace. Extant literature lacks scrutiny of smoker stigmatization and devaluation within the job selection process, and mechanisms that lead to such outcomes. Using an experimental design, we empirically examine initial reactions to job applicants’ smoking behaviors within two samples. We show that initial impressions are significantly worse when job applicants smoke versus do not in a store-based context. (...)
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  • Multi‐source research designs on ethical leadership: A literature review.Anabela Magalhães, Nuno Rebelo dos Santos & Leonor Pais - 2019 - Business and Society Review 124 (3):345-364.
    The aim of this article is to undertake a systematic literature review (SLR) of empirical research that uses multi‐source methods for collecting data about Ethical Leadership (EL). Research on this sensitive subject benefits from the inclusion of data from more than one source, in order to be better supported, and thus contribute to a deeper understanding of leadership and business ethics issues. The search strategy retrieved a total of 50 multi‐source empirical studies on the topic of EL, published until December (...)
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  • From Tell-Tale Signs to Irreconcilable Struggles: The Value of Emotion in Exploring the Ethical Dilemmas of Human Resource Professionals.Carol Linehan & Elaine O’Brien - 2017 - Journal of Business Ethics 141 (4):763-777.
    This paper explores the character of emotion and its value in understanding ethical dilemmas in work organisations. Specifically, we examine the emotional labour of human resource professionals. Through in-depth interviews and diary study, we uncover the emotional and ethical struggles of HRPs as they search for the ‘right thing to do’ in situated interaction. Through the lens of emotion, we chart the process of how the very framing of what is deemed ‘right’ can move from the social to the moral (...)
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  • Good Neighbors but Bad Employers: Two Faces of Corporate Social Responsibility Programs.Heung-Jun Jung & Dong-One Kim - 2016 - Journal of Business Ethics 138 (2):295-310.
    Using two firm-level datasets in Korea, we analyzed the effects of corporate social responsibility on employment relations. We propose that participation in corporate social activity may not necessarily reflect an ethical commitment to do “the right thing,” but instead can be associated with mobilizing internal resources to offset the costs imposed by external CSR involvement undertaken because of social pressure. Analysis of the two datasets showed similar results. The results demonstrate that socially responsible actions facilitate employer tendency to use performance-based (...)
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  • Moving Beyond the Link Between HRM and Economic Performance: A Study on the Individual Reactions of HR Managers and Professionals to Sustainable HRM.Marco Guerci, Adelien Decramer, Thomas Van Waeyenberg & Ina Aust - 2018 - Journal of Business Ethics 160 (3):783-800.
    This study contributes to the growing literature on the intersection between human resource management and corporate sustainability and, in particular, on sustainable human resource management. In particular, this paper claims that the members of the HR professional community can increase their job satisfaction and decrease their intention to leave by implementing sustainable HRM. In addition, we test for the mediating role played by the meaning that HR professionals and managers attach to HR work. Indeed, when HR professionals and managers are (...)
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  • An Institutional Approach to Ethical Human Resource Management Practice: Comparing Brazil, Colombia and the UK.Beatriz Maria Braga, Eduardo de Camargo Oliva, Edson Keyso de Miranda Kubo, Steve McKenna, Julia Richardson & Terry Wales - 2019 - Journal of Business Ethics 169 (1):57-76.
    The impact of contextual influences on human resource management and management more generally has been the focus of much scholarly interest. However, we still know very little about how context impacts on the practice of ethical HRM specifically. Therefore, drawing on 59 in-depth interviews with HR practitioners in Brazil, Colombia and the UK, this paper theorizes how they perceive the ethical dimensions of their roles within their respective national contexts and how the way they act in relation to them is (...)
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  • Corporate Humanistic Responsibility: Social Performance Through Managerial Discretion of the HRM.Stéphanie Arnaud & David M. Wasieleski - 2014 - Journal of Business Ethics 120 (3):313-334.
    The Corporate Social Performance (CSP) model (Wood, Acad Manag Rev 164:691–718, 1991) assesses a firm’s social responsibility at three levels of analysis—institutional, organizational and individual—and measures the resulting social outcomes. In this paper, we focus on the individual level of CSP, manifested in the managerial discretion of a firm’s principles, processes, and policies regarding social responsibilities. Specifically, we address the human resources management of employees as a way of promoting CSR values and producing socially minded outcomes. We show that applying (...)
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