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Klappentext The book examines ethics and employment issues in contemporary Human Resource Management (HRM). Written by an international team of academics from universities in the UK, the US, Australia and New Zealand, it examines the problems and opportunities facing employers and employees. The book subdivides into three sections: Part I assesses the context of HRM; Part II analyses contemporary debates, continuity and change in HRM, and Part III proposes likely developments for the future seeking to identify a more proactive HRM approach towards ethical issues arising in employment. Distinctive features include: -Comprehensive analysis of continuity and change in employment and HRM -In-depth assessment of the ethical contribution and potential of HRM -Timely evaluation of the ethical achievements to-date of HRM in: individualized employment relations, HRM partnerships, HRM and employee performance, and strategic HRM -Detailed recommendations for HR managers and general managers encouraging more ethically aware practice -Guidance on ethical approaches to leadership, knowledge management and collective employment relations -Analysis of alternative futures for HRM as a profession and advice on how to create more rigorous and independent professional practice -A vision of a more innovative, cooperative and ethically sensitive set of HRM practices -Clear proposals for HRM on how to attain more ethical conduct Zusammenfassung The book examines ethics and employment issues in contemporary Human Resource Management (HRM). Written by an international team of academics from universities in the UK, the US, Australia and New Zealand, it examines the problems and opportunities facing employers and employees. Inhaltsverzeichnis Introduction: Ethical Human Resource Management Part I Situating Human Resource Management 1: Gill Palmer: Socio-Political Theory and Ethics in HRM 2: Karen Legge: The Ethics of HRM in Dealing with Individual Employees without Collective Representation 3: David E Guest: HRM and Performance: Can Partnership Address the Ethical Dilemmas? 4: Peter Boxall and John Purcell: Strategic Management and Human Resources: The Pursuit of Productivity, Flexibility, and Legitimacy 5: Breen Creighton: Ethical Employment Practices and the Law 6: Adrian Walsh: HRM and the Ethics of Commodified Work in a Market Economy Part II Analysing Human Resource Management 7: Michelle Greenwood and Helen De Cieri: Stakeholder Theory and the Ethics of HRM 8: Lynne Bennington: HR Managers as Ethics Agents of the State 9: David Ardagh: The Ethical Basis for HRM Professionalism and Codes of Conduct 10: Michael I. Reed: Engineers of Human Souls, Faceless Technocrats or Merchants of Morality?: Changing Professional Forms and Identities in the Face of the Neo-Liberal Challenge 11: Ashly Pinnington and Serkan Bayraktaroglu: Ethical Leadership in Employee Development 12: Tom Sorrell: Ethics and Work in Emergencies: the UK Fire Service Strike 2002-3. Part III Progressing Human Resource Management 13: Tony J. Watson: HRM, Ethical Irrationality and the Limits of Ethical Action 14: Joshua Margolis, Adam Grant and Andrew Molinsky: Expanding Ethical Standards of HRM: Necessary Evils and the Multiple Dimensions of Impact 15: Ken Kamoche: Strategy, Knowledge, Appropriation and Ethics in HRM 16: Rob Macklin: The Morally Decent HR Manager Conclusion ...
