The human resource manager treads a fine line in seeking to reconcile the values of the organisation with professional values about the ethical management of people. This paper seeks to explore this ambiguity. The research findings suggest that the extent to which HR professionals can influence organisational ethics is dependent on the culture and structure of the organisation, as well as on the status and credibility of the HR specialists themselves. In the main there is little evidence that their influence (...) is significant. (shrink)

Whilst there is a growing volume of literature exploring the ethical implications of organisational change for HRM and the ethical aspects of certain HRM activities, there have been few published U.K. studies of how HR managers actually behave when faced with ethical dilemmas in their work. This paper seeks to enhance the foundations of such knowledge through an examination of the influence of organisational values on the ethical behaviour of Human Resource Managers within a sample of charities in the U.K. (...) and the Republic of Ireland. A qualitative research design is adopted utilising semi-structured interviews. Findings highlight ethical inconsistency in people management in the charity sector arising from the clear application of strong and explicit organisational values to external client groups but their limited influence on people management strategies and practices within the organisation. Many of the ethical issues faced by HRM professionals in both countries arise from this inconsistency. In their handling of ethical dilemmas, the HRM professionals exhibit a combination of a care ethic and a concern for justice but it is also clear that in situations of management intransigence, a desire to be conscience driven often gives way to a contingent approach. Whilst respondents considered it inappropriate for the HRM function to be the conscience of the organisation, it is seen to have a key role in providing management with advice on ethical action. However, the ability of HRM to influence ethical behaviour is highly dependent on the status of the function within the organisation. (shrink)

The human resource manager treads a fine line in seeking to reconcile the values of the organisation with professional values about the ethical management of people. This paper seeks to explore this ambiguity. The research findings suggest that the extent to which HR professionals can influence organisational ethics is dependent on the culture and structure of the organisation, as well as on the status and credibility of the HR specialists themselves. In the main there is little evidence that their influence (...) is significant. (shrink)

This paper reports on the findings of the first stage of a research project that experiments with the use of laddering technique in an attempt to enhance understanding of the influence of values in the behaviour of HRM professionals. Laddering has been chosen because it allows flexible, systematic investigation of aspects of ethics and people management which have hitherto been difficult to clarify. It also provides the opportunity to undertake both qualitative and quantitative analysis of the data obtained. The research (...) design incorporates two phases – a questionnaire and a laddering interview; it involves a sample of respondents drawn from HRM practitioners participating in the CIPD Professional Qualification Scheme. In comparing the results obtained from each phase of the research, it is clear that the laddering interviews have enabled more detailed information to be elicited and more specific goals to be identified. The authors believe that laddering can provide valuable additional insight into ethical practice, behaviour and goals. (shrink)

This paper reports on the findings of the first stage of a research project that experiments with the use of laddering technique in an attempt to enhance understanding of the influence of values in the behaviour of HRM professionals. Laddering has been chosen because it allows flexible, systematic investigation of aspects of ethics and people management which have hitherto been difficult to clarify. It also provides the opportunity to undertake both qualitative and quantitative analysis of the data obtained. The research (...) design incorporates two phases – a questionnaire and a laddering interview; it involves a sample of respondents drawn from HRM practitioners participating in the CIPD Professional Qualification Scheme. In comparing the results obtained from each phase of the research, it is clear that the laddering interviews have enabled more detailed information to be elicited and more specific goals to be identified. The authors believe that laddering can provide valuable additional insight into ethical practice, behaviour and goals. (shrink)