The economic pastoral letter states that employees have rights to employment, non-discriminatory treatment, adequate wages, health care, old age and disability insurance, healthy working conditions, rest and holidays, reasonable protection from arbitrary dismissal, notice of plant closings, unionization and collective bargaining. In addition, the bishops call for better cooperation between labor and management. This paper discusses how these rights can be protected by good personnel/human resource policies and procedures.

In an individualistic society and in the increasingly competitive business environment people do not seem inclined to forgive others their trespasses. One is more likely to choose to ignore the virtue of forgiveness as a way of handling personnel situations involving intense conflict or mild disagreements, favoring instead the negative feelings of resentment, anger, revenge or retaliation. Business people seem less concerned with growth in virtue and character; interestingly they allow their character and ultimately their work relationships (...) to deteriorate because they hold onto feelings of anger and resentment. Is there a place for forgiveness in our interpersonal relationships in general and in corporate life in particular? I believe there is. A study of the virtue of forgiveness shows that it is a misunderstood virtue, but one that deserves attention. In this article I will examine the virtue of forgiveness, defining what forgiveness is and is not, and will illustrate how it might be situated as an essential human resource management strategy. (shrink)

In addition to the traditional personnel and human resource management (HRM), there is a need for a new approach to personnel management, which we will call Human Capital Management (HCM). HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.

Workplace positivity expert Shola Richards (Making Work Work) explores a radical new concept for rethinking our personal, professional, and social lives: togetherness.

This book presents and deconstructs the existing explanations for the differential career development of qualified men and women. It reframes the problem of discrimination in the workplace as a matter of organizational ethics, social responsibility and compliance with existing equal opportunity laws. Sensitive points are identified where social biases, decision-makers' individual economic interests and shortcomings of organizational incentive policies may lead to discrimination against qualified women. The ideas put forward are empirically tested in an original laboratory experiment that examines (...) class='Hi'>personnel selection in the male-dominated field of science and technology. It contrasts the selection of applicants with gendered and gender-blind applications available to subjects under controlled conditions. 30% of participants were high-level decision-makers, which is unprecedented in this field of research. The results, highly relevant for organizational practice, are explained and discussed in detail. (shrink)

Ethical cultures, corporate social responsibility (CSR), and sustainability strategies are increasingly being addressed through formal organisational policies and structures. This is evidenced by codes of ethics, conduct, whistle-blowing reporting lines, anti-bribery and corruption policies, and broader stakeholder and environmental engagement strategies. In the United States, corporate ethics managers are responsible for these functions, supported by specific professional and university-level qualifications. However, this is not the case in Australia and Asia where the role appears delegated to human resource personnel (...) in organisations. Human resource management (HRM) is increasingly advanced as a formal profession, yet whether corporate ethics content features as a significant component of the HRM profession is unclear. Expert knowledge is a foundation of a profession along with the duty to act within the limits of that knowledge and expertise. This paper scopes what constitutes professional expert knowledge. It examines corporate ethics expertise and HRM within this context. Major Australian and Asian organisations are examined to verify that HRM Departments, and thus HRM practitioners, are responsible for managing corporate ethics. Given the seniority and strategic importance of this function, the content of selected Masters in HRM and related fields are examined to identify the extent of ethics content. This is considered in the light of the expertise required to manage corporate ethics, and conclusions are drawn whether the HRM discipline is appropriately qualified to manage this function. Finally, recommendations and further research towards advancing the role and function of corporate ethics managers in general are proposed. (shrink)

This book aims to spur critical thought on the various dimensions and impacts of "responsibility" for organizations, including companies, institutions, and governments, while considering international differences and similarities, as well as global challenges. It analyzes to what extent responsibility is becoming a crucial issue for all kinds of organizations, examining both the intensifying pressures of international competition and the growing crisis of confidence towards some management concepts and practices. As more and more socio-economic and political systems are suspected of serving (...) selfish interests instead of the public good, more accountable and integrated processes are appropriate in order to deal with the present and future stakes of our society. Further, with the development of digital technology and the use of data mining, new questions regarding responsibility require examination. This edited collection is a culmination of the international scientific conference "Responsible Organizations in the Global Context", co-organized by the CIED of Georgetown University (United States) and the Larequoi Research Center of the University of Versailles St-Quentin (France) in June 2017 in Washington DC. It will contribute to research and actions in the areas of social responsibility, business ethics, organizational excellence, sustainability, and cross-cultural management. (shrink)

Contemporary HRM was introduced into Poland by the arrival of international corporations with their professional systems of Human Resource Management, which emphasizes ethical personnel management. This research is based on data collected from a questionnaire and interview of 40 women and men professional graduates of the 2004 Weekend MBA Program at Poznan University of Economics eliciting their perceptions of ethical issues in Polish HRM. The present Polish economic situation, with 19% unemployment, precipitates many ethical challenges. The questionnaire (...) and interviews resulted in 217 observations and specific examples of ethical HRM issues. Examples fall in two broad categories and five specific Human Resource areas. The broad external categories are: History and cultural attitudes and Exploitation of the current unemployment situation. Historical and cultural attitudes influence attitudes toward work; company discipline; property and ownership; law and social expectations at work. The history of personnel departments in Socialistic Poland explains many of these attitudes. The five specific categories are: Ethical issues in recruitment; Ethical issues in hiring ; Ethical issues in performance appraisals and promotions; Abuse of authority, and “Mobbing”. Ethical issues in these categories include correlation with appropriate Polish Labor and Penal Laws. This research reveals some HRM ethical challenges unique to Polish HRM. The research emphasizes professional HRM and ethical expectations, which are now being recognized and accepted as a strategic component of Polish management. (shrink)

The essays collected in this book discuss the contemporary pratice of corporate responsibility by applying the Christian principles of the unity of knowledge and pursuit of truth to the traditional principles of justice, human dignity and the common good, to rediscover a corporate culture that will help transform our economic system and the characteristics required to build an enduring trust in economic relationships. In this volume a select group of management theorists, theologians, legal scholars, economists and ethicists jointly strive (...) to give back to the market economy its ethical and political dimensions. They assess the quality of present day corporate social responsibility, discuss the social and environmental costs of production and argue for an agenda that can be used in modern corporations in their effort to align profitability and growth with business ethics. (shrink)