The long-term success of organizations is mainly attributable to employees’ psychological health. Organizations focusing on promoting and managing the flow may enhance employees’ well-being and performance to an optimum level. Surprisingly, the literature representing the role of HRM practices for their effect on work-related flow is very sparse. Accordingly, by drawing primarily on the job demands-resources model and HRM specific attribution theory, this paper develops a theoretical framework that unravels the effectiveness of specific organizational level High Involvement HRM practices in (...) activating the individual level work-related flow with beneficial effect and mediating role of affective commitment. In addition to highlighting the underlying mechanisms that may cause HIHRM practices to be regarded as resources and sometimes as demands, this paper especially proposes that these practices implemented with a focus to promote employee well-being are perceived as job resources and may positively influence affective commitment and flow, whereas these practices used as a demand to increase performance are perceived as job demands and may hinder affective commitment and flow. It is further significant to understand the possible moderating effects of emotional intelligence on the relationships among HIHRM practices, affective commitment, and flow. The paper augments the knowledge and understanding of the impact process of HIHRM practices, in particular how the HIHRM effect is sensed by the workers and thus, influences their succeeding job attitude and work experience. Finally, this work, as the first paper to link HIHRM practices with work-related flow, promotes the concept of positive psychology in the workplace. (shrink)

Social enterprises are hybrid organizations that primarily pursue social missions while also seeking economic gains. Drawing on workplace diversity and conflict theories, this article addresses recent calls for further research to explore how employees within social enterprises experience internal conflicts arising from the organizational pursuit of dual, competing missions (i.e., social and economic), and how social enterprises manage, and potentially overcome, these challenges. In the context of Korean social enterprise, we conducted a quantitative study that built on an initial explorative (...) qualitative study. Our research examined whether perceived participatory human resource management practices and diversity climate increase employees’ affective commitment by reducing their relational conflict. We further explored a boundary condition, perceived social impact, which strengthened this mediation relationship. Our results offer significant insights into social enterprise, business ethics, and broader management literature. Implications for future research and practice are also discussed. (shrink)

Social enterprises, promising organizations for solving societal problems with innovative approaches, rely upon their members’ active roles for workplace innovation. However, we still have a limited understanding about how social enterprises can foster employees’ endeavors for innovation. By focusing on employee learning and innovative behavior, we investigate the influences of perceived social mission, value congruence, and human resource management (HRM) practices in social enterprises. We conducted two complementary studies to answer our research questions. In Study 1, with a survey of (...) 369 employees from 68 social enterprises, we examined a multilevel moderated mediation model with firm‐level and individual‐level data. We found that perceived social mission promoted learning and innovative behavior by increasing value congruence, and that commitment‐based HRM practices enhanced the overall process from mission to employee efforts for innovation. In Study 2, with 300 daily surveys from 60 employees participating in an experience sampling study, we found that those with high‐value congruence showed a significantly more stable pattern with less variance in innovative behavior than in learning behavior. Our study adds novel implications to the underdeveloped literature on employee innovation and HRM in social enterprises by uncovering the positive effects of social mission and value facets for boosting learning and innovative behaviors. Our research also suggests that social enterprises should benefit from pursuing and emphasizing the social mission and commitment‐based HRM bundle together, which will promote the prosperity and well‐being of business and society. (shrink)

Service recovery performance is very important for the takaful insurance industry for maintaining and attracting new clients, which in turn serves as a competitive advantage for the survival and continued future of the businesses. If the insurance sector could not maintain SRP, then the competitive advantage of the organizations could be decayed. Therefore, under the theoretical foundation of equity theory and resource-based theory, this research has investigated the link between human resources management practices and SRP directly and indirectly through the (...) employee commitment. By using a convenient sampling technique data was collected from the employees working in the Takaful industry in Pakistan to empirically test the proposed hypotheses and validate the findings. Using cross research design and quantitative research approach. The Structural Equation Modeling had presented the positive relationship between HRM practices and SRP. On the other hand, employee commitment had also mediated this relationship. As employee commitment is significantly mediated among most of the HRMP, this aspect is therefore considered to be a big contribution of the study in the context of Pakistan. Based on these findings, the current study has several important implications the practitioners and readers. (shrink)

A model is presented that examines the interactions between employee and organizational values toward the natural environment and its influence on important sustainability-related outcomes. Perspectives from the new environmental paradigm , anthropocentric value orientation , behavioral view of HRM , and person-organizational are applied. The overall proposition is that level of congruence between employee and company values toward the natural environment influences employee attitudes toward firm green initiatives, organizational commitment, and turnover intentions.

The study draws attention to the transfer of management theories and practices from traditional capitalist countries such as the USA and UK to post-socialist countries that are currently experiencing radical change as they seek to introduce market reforms. It is highlighted that the efficacy of this transfer of management theories and practices is, in part, dependent upon the extent to which work-related attitudes and values vary between traditional capitalist and former socialist contexts. We highlight that practices such as Human Resource (...) Management (HRM) and Organization Development (OD) are inextricably associated with conceptions surrounding culture and society, as well as to variables such as job satisfaction and organisational commitment. The main aim of this study is to compare various attitudes and values of employees in traditional capitalist countries and post-socialist countries. On the basis of the findings of an attitudinal survey of (N = 5914) workers in 15 countries we conclude that certain aspects of the attitudes and values of workers in post-socialist countries and traditional capitalist countries differ significantly. Specifically, these differences were found in respect of context-related and job-related attitudes, and also in relation to the importance that the respondents attached to the subject of ethics more generally. The implications of the study are discussed particularly in relation to the transfer of management theory and practices between traditional capitalist and post-socialist contexts. (shrink)

In this paper, I will argue that it is a moral obligation for companies, firstly, to accept their moral responsibility with respect to non-discrimination, and secondly, to address the issue with a full-fledged programme, including but not limited to the countering of microsocial discrimination processes through specific policies. On the basis of a broad sketch of how some discrimination mechanisms are actually influencing decisions, that is, causing intended as well as unintended bias in Human Resources Management (HRM), I will argue (...) that the well known tools of legislation and ethical codes are necessary although insufficient to cope with the problem. However, based on empirical evidence, we know which set of measures is likely to diminish discrimination. Taking non-discrimination seriously implies complex and longitudinal policies which include assigning responsibility for a non-discrimination policy within the firm, making managers conscious of implicit stereotypes and helping them to cope with prejudices that no one can totally overcome. Insofar as corporate responsibility with respect to non-discrimination is accepted and strategies that are not prohibitively expensive are known, companies are bound to implement them. Not implementing the best set of measures may be considered at least as a moral shortcoming or, depending on the size of the company, mere lip service to the non-discrimination principle. Although the paper refers to empirical material of diverse backgrounds, its intent is clearly normative. It wishes to spell out what companies ought to do if they are committed to responsible behaviour. The discussion of effective remedies against discrimination is based on a case study of a French company. The retailer Auchan was recently surprised to learn that it was discriminating against ethnic minorities despite strong ethical standards, an ethics committee and ethical leadership. The company dropped its naïve beliefs and set up an ambitious policy cope with the issue. The case illustrates what recent empirical research has revealed about the effectiveness of diversity policies: establishing responsibility for diversity results, firm ethical commitment and support from top management make diversity programs effective. (shrink)

‘Individualisation’ is a well-known societal phenomenon of late modernity. At the organisational level it shows up in different managerial forms and HRM technologies that focus more and more intensively on the employee as an individual person. In order to assess an employee’s personal contribution and commitment emphasis is put on the characteristics of individuals: their talents, performance and personality. Reporting on research on an individualised pay system in Denmark, this paper illustrates the empirical complexity of this personalisation process. It (...) shows how the employee is created and ‘codified’ as an individual person. It occurs in three different ways according to the codes of learning, love and the moral. It indicates that the postulated regime of individualisation follows a variety of trajectories to reach its target making for a quite subtle way of intimately managing human relations. (shrink)

Dear Readers,Welcome to this issue of our beloved Bangladesh Journal of Bioethics! In this sweltering heat we are all seeking for some cool and comfort. We bring this issue of BJB on different ethical practices and bring up related questions. Are we respecting the rights of every human being when we are either doing research or practicing health service provision? What are the minimum norms and standards to be maintained or are we circumventing those? The issue looks into different issues (...) and provides us with indepth information, queries, fears and reservations.In the article on Knowledge, attitude and practice of medical ethics among medical intern students in a Medical College in Kathmandu, Ramesh P Aacharyaand Yagya L Shakya, report on a Knowledge Attitude and Practice survey of 46 medical undergraduate interns of Maharajgunj Medical Campus. The result of the survey is quite interesting. ‘Doctors know the best irrespective of patients’ opinion was agreed upon by 35 %, ‘Confidentiality cannot be kept in modern era and should be abandoned’ was strongly disagreed by 34.8% and disagreed by 60.9%. The Authors hope that the findings will assist the faculties to strengthen the teaching of medical ethics and guiding the interns for ethical professional conduct. In the article titled Organizational Justice and Employee’s Service Behavior in the Healthcare Organizations in Bangladesh is an agenda for Research, Md. Nuruzzaman and Md. Humayun Kabir Talukder present a conceptual framework and a set of hypotheses regarding the relationships among distributive justice, procedural justice, interactional justice, employee’s citizenship behaviour, role prescribed behaviour and counterproductive behavior in the healthcare organizations in Bangladesh. The authors state that the purpose is to assist the policy makers and service providers in identifying desirable and undesirable HRM practices in order to maintain optimum level of employee commitment for ensuring quality and efficient service delivery to the communities. Though the article is theoretical it may be useful for the policy makers and service providers. If an operational research could be carried out to test the hypothesis the practical utility of the concept could be tested in Bangladesh.Zoheb Rafique in the article Ethical Justification of Conducting Research Trials in Lower and Middle Income Countries Including Pakistan: The Responsibilities of Research Enterprises explores the ethical aspects of research sponsored by commercial agencies. He looks into the factors that influence selection of a study site for a sponsored trial particularly in traditional countries like Pakistan where cultural values add to the problem in assuring that research is conducted in an ethical manner. In this paper, the Author discusses the responsibilities of researchers and funders in low and middle income countries like Pakistan and the ethical justifications of doing research trials in developing countries. He concludes that research participants should be fully informed about the research trial and their participation and it is their right to know all risks and benefits so that they have the option of rejecting participation.The article on Ethical aspects of Dhaka University Tele-medicine System by Ahmed Raihan Abir provides and analysis of the tele- medicine system in Dhaka University. The Author is a member of an extended group at Dhaka University (DU) which has been developing telemedicine equipment and data acquisition software to promote telemedicine practice in Bangladesh. Recently the Telemedicine group of DU and a local NGO named SAMAMA with support from Service innovation fund (SIF) of the Prime Minister Office (PMO) of Bangladesh took the initiative to establish eight rural telemedicine centers and one expert center for the field trial of telemedicine in Bangladesh. The aim of this paper is to examine the ethical challenges of such health care system and the effort to overcome these problems before starting the field trial. The author looks into the details of Data confidentiality and security, Responsibilities of Doctor and Rural Technician, Quality of service and Implications of telemedicine in Bangladesh. He concludes that DU telemedicine project will essentially bring the services of qualified medical experts to the doorsteps of the common people throughout the country, even in the remote rural areas. Although a telemedicine cannot match a face to face consultation, DU tele-medicine system is much better than no consultation at all.Sifat Rahman in the article on Ethical Issues of Fair Subject Selection in Research provides an overview of the criterion for maintaining ethical standards for conducting research. The Author reviews the three fundamental conditions to be met for adhering to strict ethical standards which are: Respect for Persons by protecting the autonomy of people, treating them with courtesy and respect and obtaining informed consent.; Beneficence which incorporates the philosophy of "Do no harm" while maximizing benefits for the research project and minimizing risks to the research subjects; and Justice by ensuring that reasonable, non-exploitative, and well-considered procedures are administered fairly. Finally the Author concludes that Researchers must be truthful and conduct no deception.Dear Readers, as you can see from the above ethics and maintaining the values in research and services are of utmost importance in the improvement of the quality of life. Through our queries, questions and sense of respect for every living being can our endeavors to ensure ethics in all spheres of development be successful.Dear Readers, please keep on sending your articles, notes or thoughts to us. Your participation will make a difference in the quality of our lives.Best regardsTahera AhmedEditor. (shrink)

Despite a plethora of laws prohibiting discrimination in employment, supporting and enforcing equal employment opportunity principles has proven to be an enormous challenge for those charged with this responsibility. The question often asked is who should exercise this role in organizations. Not surprisingly, there has been a call for HRM to become the guardian of EEO in organizations but should human resource managers be male or female, and/or would line managers be better positioned to assume this responsibility? This paper overviews (...) the literature and then summarizes an empirical study that attempted to address the possible impact of these options as they exist in organizations. One hundred and eighty respondents who met the criterion of having interviewed one or more job applicants in the previous 6 months were systematically selected from business telephone listings. Based on self-reported behaviors, no significant difference was found between the expected and actual distributions of HR and line managers in respect to whether decisions were made on unlawful grounds. The percentage of each respondent category that asked unlawful questions varied from 1% to 36% depending upon the attribute under consideration. This begs the question as to what value HR managers contribute to EEO in the selection process. The second finding was that significantly less female managers admit to making decisions on the basis of unlawful questions than male managers. Thus, support was found for female line managers as guardians of EEO but no clear justification for HRM in this role. (shrink)

This paper is motivated by a puzzling observation made when conducting a case study of ProCredit, a well-known social bank. The HR practices that this social enterprise adopted to cultivate mission identification were unfavorably impacting its retention rate. Building on prior research and our analysis of the case, we argue the need for SEs to embrace HRM systems that are both mission-identification proactive and employee-retention preemptive. It theorizes that these HRM systems should be attuned to the labor market conditions that (...) frame how SEs develop and sustain Person-Organization fit. Attuned HRM systems are adapted to labor market conditions and tuned to support SEs’ adeptness to operate against the grain of country and industry norms. (shrink)

The digital revolution has generated huge changes in the world of work, with relevant implications for the Human Resources Management function. New challenges arise in facing digital work, digital employees, and digital management, such that the connection between new technologies and HRM is now described as electronic HRM. Challenges and connection entail the possibility to review the notion of HRM itself, examining new research perspectives and lines of interpretation following a Critical Management Studies approach, thus developing a more contextualized view (...) in conceiving HRM, a more expansive consideration of stakeholders, and a longer-term perspective in approaching the results of digital transformation and HRM outcomes. The article analyzes a specific organizational case, involving a multinational enterprise, and explores how the case study enhances the understanding of HRM as a social practice embedded in specific situated contexts. Such a conception enables the engagement of multiple rationalities, related to both internal and external stakeholders, overcoming a “mere antiperformance stance” and achieving forms of reconstructive reflexivity concerning the interconnection between the digital age, HRM, and the innovative generation of social value through an authentic corporate responsibility. (shrink)

Human resource management (HRM) education has tended to focus on specific functions and tasks within organizations, such as compensation, staffing, and evaluation. This task orientation within HRM education fails to account for the bigger questions facing human resource management and employment relationships, questions which address the roles and responsibilities of the HR function and HR practitioners. An educational focus on HRM that does not explicitly address larger ethical questions fails to equip students to address stakeholder concerns about how employees are (...) treated or the ethical dilemmas facing employers with regard to the employment relationship, and ironically makes the HRM function less strategic to the organization. In this paper, we identify some of the key ethical issues within the employment relationship, discuss how extant HRM education often fails to address these issues or help students to become aware of them, and offer a framework for integrating ethics into HRM education. (shrink)

Despite a plethora of laws prohibiting discrimination in employment, supporting and enforcing equal employment opportunity (EEO) principles has proven to be an enormous challenge for those charged with this responsibility. The question often asked is who should exercise this role in organizations. Not surprisingly, there has been a call for HRM to become the guardian of EEO in organizations but should human resource managers be male or female, and/or would line managers be better positioned to assume this responsibility? This paper (...) overviews the literature and then summarizes an empirical study that attempted to address the possible impact of these options as they exist in organizations. One hundred and eighty respondents who met the criterion of having interviewed one or more job applicants in the previous 6 months were systematically selected from business telephone listings. Based on self-reported behaviors, no significant difference was found between the expected and actual distributions of HR and line managers in respect to whether decisions were made on unlawful grounds. The percentage of each respondent category that asked unlawful questions varied from 1% to 36% depending upon the attribute (unlawful ground of discrimination) under consideration. This begs the question as to what value HR managers contribute to EEO in the selection process. The second finding was that significantly less female managers admit to making decisions on the basis of unlawful questions than male managers. Thus, support was found for female line managers as guardians of EEO but no clear justification for HRM in this role. (shrink)

Despite the ongoing consideration of the ethical nature of human resource management (HRM), little research has been conducted on how morality and ethics are represented in the discourse, activities and lived experiences of human resource (HR) professionals. In this paper, we connect the thinking and lived experiences of HR professionals to an alternative ethics, rooted in the work of Bauman (Modernity and the Holocaust, Polity Press, Cambridge, 1989; Theory, Culture and Society 7:5-38, 1990; Postmodern Ethics, Blackwell, Oxford, 1991; Approaches to (...) Social Enquiry, Polity Press, Cambridge, 1993; Life in Fragments, Blackwell, Oxford, 1995) and Levinas (Otherwise than Being, or, Beyond Essence, Duquesne University Press, Pittsburgh, PA, 1998). We argue that the study of HRM and ethics should be contextualized within the discourses used, the practices and activities of HR professionals. Through the analysis of interview data from 40 predominantly Canadian HR practitioners and managers we experiment with Bauman's notion of 'moral impulse' to help us understand how HRM is both a product and perpetuator of moral neutralization in organizations. We suggest that HRM as it is practiced is concerned with distancing, depersonalizing, and dissembling, and acts in support of the 'moral' requirements of business, not of people. However, we also recognize that HR practitioners and managers are often confronted with and conflicted by actions and decisions that they are required to take, therefore opening possibilities and hope for an alternative ethical HRM. (shrink)

The very idea of human resource management raises ethical considerations: What does it mean to us as humans for human beings to be managed as resources? Intriguingly, the field of ethics and HRM remains underdeveloped. Current approaches to HRM fail to place ethical considerations as their central warrant. This article, building on Greenwood (J Bus Ethics 36(3):261–279, 2002), argues for a deeper analysis of ethical issues in HRM, indeed for a differentiated ethical perspective of HRM that sets normative deliberations as (...) its prime task. By identifying a distinct ethical approach to HRM that is unashamedly normative and socio-politically embedded, two objectives can be achieved. First, mainstream and critical approaches will be challenged to take ethical issues in HRM more seriously. Second, a dedicated forward-looking research agenda for the ethical analysis of HRM will be advanced. (shrink)

The development of an ethical perspective of HRM that is both employee centered and explicitly normative and, as such, distinct from dominant and criticalperspectives of HRM has progressed in recent years. Reliance on the traditional “threesome” of rights/justice theories, deontology and consequentialism, however, has limited debate to micro-level issues and the search for a “solution.” By understanding the employment relationship as a stakeholder relationship, we open the ethical analysis of HRM to the pluralism and pragmatism that stakeholder theory has to (...) offer. In doing this, we can address both the broader need for HRM to offer a more comprehensive account of our humanity and the specific requisite for HRM to treat employees as moral persons with “names and faces.”. (shrink)

The development of an ethical perspective of HRM that is both employee centered and explicitly normative and, as such, distinct from dominant and criticalperspectives of HRM has progressed in recent years. Reliance on the traditional “threesome” of rights/justice theories, deontology and consequentialism, however, has limited debate to micro-level issues and the search for a “solution.” By understanding the employment relationship as a stakeholder relationship, we open the ethical analysis of HRM to the pluralism and pragmatism that stakeholder theory has to (...) offer. In doing this, we can address both the broader need for HRM to offer a more comprehensive account of our humanity and the specific requisite for HRM to treat employees as moral persons with “names and faces.”. (shrink)

This title explores how human commitments, rooted in the story of God's love, are acts of free choice and love. Farley reflects on the concrete experiences of people who strive to be faithful to what they have claimed to love: 'My concern is to name something that I think is, after all, common to all of our lives - an experience, a reality, perhaps a problem, a challenge, something that is sometimes a source of joy, sometimes a cause of tragedy'. (...) Farley explores the nature nad meaning of commitment as it is played out in our lives, addressing love, fidelity, a sense of obligation, and covenant. (shrink)

Using the Job Demands-Resources model literature and the life-span theory as scholarly frameworks, we examined the effects of job demands and job resources as mediators in the relationship between bundles of used HRM practices and employee outcomes. In addition, we tested for age differences in our research model. Findings confirmed the hypothesized original 2-factor structure representing maintenance and development HRM practices. Structural Equation Modeling analyses showed that the maintenance HRM bundle related directly and negatively to employee outcomes, without moderating effects (...) of age. However, job resources appeared to mediate this relationship in a positive way as it also did for the development HRM bundle. Whereas this study showed the ‘driving power’ of the actual use of HRM bundles through job resources, regardless of the employee’s age, this study also suggests a ‘dark side’ of HRM. In particular, we found that development HRM bundles may also increase job demands, which, in turn, may result in lower levels of beneficial employee outcomes. These empirical outcomes demonstrate the strength of the driving power eliciting from job resources preceded by any HRM bundle. Moreover, this effect appears to apply to employees of all ages. Our moderated-mediation model appeared robust for several control variables. Overall, this study provides an extension of the well-known Job Demands-Resources model by including maintenance and development bundles of HRM practices used by employees that have a differential effect on job demands and job resources which in turn have an impact on employee outcomes. (shrink)

As the implementation of corporate social responsibility strategy requires promoting employee participation and initiating meaningful changes in organisational culture, the involvement of the human resource management function in policy formulation and implementation is highly desirable. The relationship between the HRM and CSR functions is, however, under-investigated than other areas. Hence, there is a lack of clarity concerning HRM roles and the conditions under which they may be strategic or operational in nature. By drawing on data from interviews with 29 CSR (...) and HRM professionals of large organisations in New Zealand, this paper argues that the role and contribution of the HR function in CSR is contingent on organisational variables such as the CSR structure, the scope and application of CSR and the nature of the HR functions. It concludes that in such contexts HRM is more likely to offer operational support in executing CSR rather than strategic input. (shrink)

This paper argues that there is a particular kind of ‘internal’ commitment typically made in the context of romantic love relationships that has striking meta-normative implications for how we understand the role of the will in practical normativity. Internal commitments cannot plausibly explain the reasons we have in committed relationships on the usual model – as triggering reasons that are already there, in the way that making a promise triggers a reason via a pre-existing norm of the form ‘If (...) you make a promise to x, then you have a reason to x’. Instead, internal commitments are that in virtue of which one has the special reasons of committed relationships; they are the grounds of such reasons. In this way, the will is a source of practical normativity. (shrink)

This chapter argues that there is a particular kind of ‘internal’ commitment typically made in the context of romantic love relationships that has striking meta-normative implications for how we understand the role of the will in practical normativity. Internal commitments cannot plausibly explain the reasons we have in committed relationships on the usual model—as triggering reasons that are already there, in the way that making a promise triggers a reason via a pre-existing norm of the form ‘If you make (...) a promise to x, then you have a reason to x’. Instead, internal commitments are that in virtue of which one has the special reasons of committed relationships; they are the grounds of such reasons. In this way, the will is a source of practical normativity. (shrink)

Resolving to finish reading a novel, staying true to your punk style, or dedicating your life to an artistic project: these are examples of aesthetic commitments. I develop an account of the nature of such commitments, and I argue that they are significant insofar as they help us manage the temporally extended nature of our aesthetic agency and our relationships with aesthetic objects. At the same time, focusing on aesthetic commitments can give us a better grasp on the nature of (...) aesthetic normativity; this is because, in making aesthetic commitments, we are capable of giving aesthetic concerns the weight of obligation. I argue that appealing to aesthetic commitments allows us to account for the existence of aesthetic obligations as well as their grounding. I conclude by arguing that, although the aesthetic domain is a domain of play and freedom of choice, there is nevertheless an important place in it for both aesthetic commitments and the aesthetic obligations they generate. (shrink)

Many religious people are alarmed about features of the current age - violence in the media, a pervasive hedonism, a marginalization of religion, and widespread abortion. These concerns influence politics, but just as there should be a separation between church and state, so should there be a balance between religious commitments and secular arguments calling for social reforms. Robert Audi offers a principle of secular rationale, which does not exclude religious grounds for action but which rules out restricting freedom except (...) on grounds that any rational citizen would accept. The book describes the essential commitments of free democracy, explains how religious and secular moral considerations can be integrated to facilitate co-operation in a world of religious pluralism, and proposes ideals of civic virtue that express the mutual respect on which democracy depends. Audi offers a balanced and sophisticated treatment of the relations between religion and politics in a modern, secular society. (shrink)

Numerous organizations have faced substantial environmental performance challenges resulting from more than a half-century of worldwide industrialization. Grounded in social learning theory and recourse-based view theory, this study explores environmental performance and its impact on employees and industry outcomes. Drawing on a cross-sectional online survey of 500 full-time employees working in the chemical industry in Lahore, Pakistan. The results revealed a significant positive influence of Green HRM practices on employees’ Green innovation as well as on environmental performance. Additionally, significant influences (...) of study variables were recorded on outcomes such as green compensation and reward, green performance management and appraisal, green training and development, and green recruitment and selection. Several key policy insights related to consumer resistance to innovation in low income societies and future research directions are suggested, along with theoretical and practical implications. (shrink)

This chapter has three principal aims. Firstly, to promote interest in the question of the function, or utility, of judgements of modality. Secondly, to endorse an alternative to orthodox contemporary methodology, advocating that we prioritize the question of function in modal philosophy. Thirdly, to consider among our modal judgements exactly which are the proper and exact source of various different kinds of substantial philosophical commitments in ontology, epistemology, and elsewhere. An illustration is offered, in the de dicto case, of how (...) minimal a philosophical theory of modality might be if constructed properly, and carefully, according to functional methodology. (shrink)

This paper reviews and develops the ethical analysis of human resource management (HRM). Initially, the ethical perspective of HRM is differentiated from the "mainstrea" and critical perspectives of HRM. To date, the ethical analysis of HRM has taken one of two forms: the application Kantian and utilitarian ethical theories to the gestalt of HRM, and the application of theories of justice and fairness to specific HRM practices. This paper is concerned with the former, the ethical analysis of HRM in its (...) entirety. It shows that numerous theoretical shortcomings exist, least of which is the disregard of stakeholder theory. These deficiencies are explored and, as such, the analysis is advanced. It is argued that such ethical analysis is outside the scope of the modern corporation. A third way in which ethics may be applied to HRM is suggested. Ethical concerns are used as a basis to develop minimum standards against which HRM, in its various guises and practice, may be evaluated. Yet, even when judged by these standards, HRM is seriously lacking. This begs the question, not of whether HRM is ethical, but of whether HRM can be ethical. (shrink)

I propose a way of thinking aboout content, and a related way of thinking about ontological commitment. (This is part of a series of four closely related papers. The other three are ‘On Specifying Truth-Conditions’, ‘An Actualist’s Guide to Quantifying In’ and ‘An Account of Possibility’.).

Art can be addressed, not just to individuals, but to groups. Art can even be part of how groups think to themselves – how they keep a grip on their values over time. I focus on monuments as a case study. Monuments, I claim, can function as a commitment to a group value, for the sake of long-term action guidance. Art can function here where charters and mission statements cannot, precisely because of art’s powers to capture subtlety and emotion. (...) In particular, art can serve as the vessel for group emotions, by making emotional content sufficiently public so as to be the object of a group commitment. Art enables groups to guide themselves with values too subtle to be codified. (shrink)

Can commitments be generated without promises, commissive speech acts or gestures that are conventionally interpreted as such? While we remain neutral with respect to the normative answer to this question, we propose a psychological answer. Specifically, we hypothesize that people at least believe that commitments are in place if one agent (the sender) has led a second agent (the recipient) to rely on her to do something, and if this is mutually known by the two agents. Crucially, this situation can (...) occur even if the sender has neither uttered a commissive speech act nor performed any action that would conventionally be interpreted as such. In a series of online experiments, we tested this hypothesis by presenting participants with vignettes describing everyday situations in which a recipient’s expectations were frustrated by the sender’s behavior, and then eliciting moral judgments about the sender’s actions and character. We manipulated whether the recipient’s reliance on the sender was mutually known, and if so, whether the sender verbally acknowledged this or not. The results show that moral judgments differed significantly according to whether the recipient’s reliance was mutually known, but not according to whether this was verbally acknowledged. (shrink)

Are communicators perceived as committed to what they actually say (what is explicit), or to what they mean (including what is implicit)? Some research claims that explicit communication leads to a higher attribution of commitment and more accountability than implicit communication. Here we present theoretical arguments and experimental data to the contrary. We present three studies exploring whether the saying–meaning distinction affects commitment attribution in promises, and, crucially, whether commitment attribution is further modulated by the degree to (...) which the hearer will actually rely on the promise. Our results support the conclusion that people perceive communicators to be committed to ‘what is meant’, and not simply to ‘what is said’. Our findings add to the experimental literature showing that the saying–meaning distinction is not as pivotal to social relations as often assumed, and that its role in commitment attribution might be overestimated. The attribution of commitment is strongly dependent on the (mutually known) relevance of ‘what is meant’. (shrink)

Gregory S. Kavka was a prominent and influential figure in contemporary moral and political philosophy. The essays in this volume are concerned with fundamental issues of rational commitment and social justice to which Kavka devoted his work as a philosopher. The essays take Kavka's work as a point of departure and seek to advance the respective debates. The topics include: the relationship between intention and moral action as part of which Kavka's famous 'toxin puzzle' is a focus of discussion, (...) the nature of deterrence, the rationality of morals, contractarian ethics, and the contemporary relevance of Hobbes' political thought. Incorporating important philosophical statements of problems and fresh contributions to the ongoing debate about rational intention this volume will interest not just philosophers but also political scientists and economists. (shrink)

Aspects of the Japanese human resources management system are discussed to illustrate the underly ing significance of human values in Japanese organizational management, with a particular aspect of Japanese human resource management used as an illustrative case. Relevant literature is reviewed to introduce the relational Japanese management and human resources management systems, and to explain the system of inter-firm employee transfer within the corporate group known as the 'shukko' system. The paper then discusses various impacts of this HRM practice upon (...) major stakehold ers and identifies otherwise redundant employees as major beneficiaries of the system, thereby demon strating that human values are critical to the conceptualization and application of Japanese human resources management practices. (shrink)

Despite the ongoing consideration of the ethical nature of human resource management (HRM), little research has been conducted on how morality and ethics are represented in the discourse, activities and lived experiences of human resource (HR) professionals. In this paper, we connect the thinking and lived experiences of HR professionals to an alternative ethics, rooted in the work of Bauman (Modernity and the Holocaust, Polity Press, Cambridge, 1989; Theory, Culture and Society 7:5–38, 1990; Postmodern Ethics, Blackwell, Oxford, 1991; Approaches to (...) Social Enquiry, Polity Press, Cambridge, 1993; Life in Fragments, Blackwell, Oxford, 1995) and Levinas (Otherwise than Being, or, Beyond Essence, Duquesne University Press, Pittsburgh, PA, 1998). We argue that the study of HRM and ethics should be contextualized within the discourses used, the practices and activities of HR professionals. Through the analysis of interview data from 40 predominantly Canadian HR practitioners and managers we experiment with Bauman’s notion of ‘moral impulse’ to help us understand how HRM is both a product and perpetuator of moral neutralization in organizations. We suggest that HRM as it is practiced is concerned with distancing, depersonalizing, and dissembling, and acts in support of the ‘moral’ requirements of business, not of people. However, we also recognize that HR practitioners and managers are often confronted with and conflicted by actions and decisions that they are required to take, therefore opening possibilities and hope for an alternative ethical HRM. (shrink)

On the truthmaker view of ontological commitment [Heil (From an ontological point of view, 2003); Armstrong (Truth and truthmakers, 2004); Cameron (Philosophical Studies, 2008)], a theory is committed to the entities needed in the world for the theory to be made true. I argue that this view puts truthmaking to the wrong task. None of the leading accounts of truthmaking—via necessitation, supervenience, or grounding—can provide a viable measure of ontological commitment. But the grounding account does provide a needed (...) constraint on what is fundamental. So I conclude that truthmaker commitments are not a rival to quantifier commitments, but a needed complement. The quantifier commitments are what a theory says exists, while the truthmaker commitments are what a theory says is fundamental. (shrink)

Disagreement over what exists is so fundamental that it tends to hinder or even to block dialogue among disputants. The various controversies between believers and atheists, or realists and nominalists, are only two kinds of examples. Interested in contributing to the intelligibility of the debate on ontology, in 1939 Willard van Orman Quine began a series of works which introduces the notion of ontological commitment and proposes an allegedly objective criterion to identify the exact conditions under which a theoretical (...) discourse signals an assumption of existence. I intend to present the concept of ontological commitment and the Quinean criterion, to expose and evaluate some of the many criticisms to which the criterion has subject and to situate it in the context of Quine’s philosophy. As a product of such analyses, I hope to contribute to the discussion on the application and relevance of the notion of ontological commitment. (shrink)

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 (...) the humanist philosophy to the managerial discretion of a business organization leads to the creation of an “autonomy supportive work environment”—as defined by the self-determination theory—which in turn, facilitates the internalization of social values, citizenship behaviors, and cooperation. The objective of promoting self-determination at work (i.e., the core of a humanist management) fits well with the ontology of social responsibility since autonomy and consideration of individuals as moral actors are central tenets. Furthermore, we show that applying humanistic management philosophy to the discretion of managers can lead to socially responsible outcomes. First, intra-organizational stakeholders (e.g., employees) are treated with respect and focus is put on their well-being, satisfaction, and self-actualization at work. Second, as employees’ need of self-determination is addressed by managers, it is likely that pro-social behaviors toward other stakeholders of the organization will be adopted, leading to socially responsible outcomes for extra-organizational stakeholders (Gagné, Motiv Emot 77:58–75, 2003). Thus, this paper ultimately posits that humanistic management applied to the HRM can be a solution for developing and maintaining socially responsible outcomes as determined at the individual level of the CSP model, through managerial discretion. (shrink)

Many religious people are alarmed about features of the current age - violence in the media, a pervasive hedonism, a marginalization of religion, and widespread abortion. These concerns influence politics, but just as there should be a separation between church and state, so should there be a balance between religious commitments and secular arguments calling for social reforms. Robert Audi offers a principle of secular rationale, which does not exclude religious grounds for action but which rules out restricting freedom except (...) on grounds that any rational citizen would accept. The book describes the essential commitments of free democracy, explains how religious and secular moral considerations can be integrated to facilitate co-operation in a world of religious pluralism, and proposes ideals of civic virtue that express the mutual respect on which democracy depends. Audi offers a balanced and sophisticated treatment of the relations between religion and politics in a modern, secular society. (shrink)