An Institutional Approach to Ethical Human Resource Management Practice: Comparing Brazil, Colombia and the UK

Lacombe, Beatriz Maria Braga; Oliva, Eduardo de Camargo; Kubo, Edson Keyso de Miranda; McKenna, Steve; Richardson, Julia; Wales, Terry

doi:10.1007/s10551-019-04257-x

Cited by 14 publications

(6 citation statements)

References 54 publications

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“…Ethical issues have grown considerably globally and have led to a greater desire to implement ethical HRM; thus, because our findings provide evidence that is relevant only to China, research conducted outside of China is recommended. Moreover, more detailed work on how organisations differ in ethical HRM based on size, ownership, sector and level of unionisation should be explored (Braga et al., 2021). In addition, it is possible that certain cultural dimensions, such as power distance, tradition and collectivism, may have buffering effects on our hypothesised model.…”

Section: Discussionmentioning

confidence: 99%

Ethical human resource management mitigates the positive association between illegitimate tasks and employee unethical behaviour

Chen

Liu

Zhang

et al. 2021

Business Ethics Env & Resp

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Drawing on social cognitive theory and social information processing theory, we developed a moderated mediation model in which moral disengagement was theorised as a unique mechanism to explain why employees engage in unethical behaviours after performing illegitimate tasks. Ethical human resource management (HRM) was proposed as a boundary condition that influences this mechanism. We tested the model using time‐lagged supervisor–subordinate matched data. The results showed that moral disengagement mediated the relationship between illegitimate tasks and unethical behaviours, and that this relationship was weaker when ethical HRM was perceived to be high level rather than low level. Thus, our hypotheses were supported. The theoretical and practical implications of these findings are discussed.

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Section: Discussionmentioning

confidence: 99%

Ethical human resource management mitigates the positive association between illegitimate tasks and employee unethical behaviour

Chen

Liu

Zhang

et al. 2021

Business Ethics Env & Resp

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“…, 2015) and willingness to remain (e.g. Braga and Kubo, 2010), both with 20 studies (8%); intention to stay with 13 studies (5.2%) (e.g. Cao et al.…”

Section: Resultsmentioning

confidence: 99%

What does expatriate success mean? Developing a comprehensive definition through a systematic literature review

El Amine,

Cascón-Pereira

2023

CDI

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PurposeDespite being one of the most used dependent variables in expatriate management research, no clear-cut understanding exists of what expatriate success means. Thus, this study aims to propose an integrative definition of expatriate success by providing an overview of expatriate success's dimensions, antecedents, and their interplay.Design/methodology/approachA systematic literature review (SLR) was conducted to achieve the purpose. A total of 249 empirical studies (quantitative 111, qualitative 50, mixed-methods 17), literature reviews (67) and meta-analyses (4) on expatriate success were reviewed from Web of Science and Scopus databases published from 1990 until December 2021. The study selection criteria followed the PRISMA flowchart steps, and then descriptive and network analyses were performed to identify expatriates' success dimensions, antecedents and their interplay.FindingsThe findings show the interplay among antecedents and dimensions of expatriate success across three levels (individual, interpersonal and organisational) to clarify the concept of expatriate success. Also, the study offers a comprehensive definition of expatriate success based on the dimensions identified.Research limitations/implicationsThe suggested definition of expatriate success elucidates the “atheoretical”, multidimensional and socially constructed nature of the construct and hence, calls for more “theoretical”, multidimensional and subjective considerations of the term to ground human resource management practices addressed to attain expatriates' success.Originality/valueThis paper provides an integrative definition of expatriate success, giving greater insight into the construct, in addition to critically reflecting on it.

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“…The particular human interest/relationship can influence the recruitment and promotion process (Braga et al, 2019). It happens at the workplace, and this human bias can be embedded in the development of autonomous systems as a result of the developers' bias.…”

Section: Legal Ethical and Cultural Aspectsmentioning

confidence: 99%

Challenges of upgrading craft workforce into Construction 4.0: framework and agreements

Calvetti

Mêda

Sujan

et al. 2020

Proceedings of the Institution of Civil Engineers - Management,

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Craft workforce is the main productive factor in traditional construction. Construction 4.0 visions are based on automation and digitalisation, meaning that human site activities will require/stipulate changes. The extent to which manual tasks done by humans in construction will be replaced is uncertain. This might vary considering the context or type of work. Construction 4.0 includes craft workforce activities, as these can benefit from technology, fostering digital transformation in the short/medium term. The research scope is workforce-innovation-management using data from job sites. A framework is developed based on data future use involving electronic performance monitoring, building information modelling, smart contracts and artificial intelligence. A systematic scoping review is developed to identify legal/ethical issues in connection to technological aspects. The discussion and findings focus on General Data Protection Regulation compliance to apply the proposed framework. Optimised human-machine-controlled environments must be ethically managed by pre-established collective agreements and must rely on each worker's awareness and consent. The findings suggest that the human aspects if improperly addressed could result in a bottleneck of digital transformation advances. Along with the framework, the paper provides a step-by-step, streamlined review of the regulations and requirements that need to be considered when implementing electronic monitoring of workers.

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An Institutional Approach to Ethical Human Resource Management Practice: Comparing Brazil, Colombia and the UK

Cited by 14 publications

References 54 publications

Ethical human resource management mitigates the positive association between illegitimate tasks and employee unethical behaviour

Ethical human resource management mitigates the positive association between illegitimate tasks and employee unethical behaviour

What does expatriate success mean? Developing a comprehensive definition through a systematic literature review

Challenges of upgrading craft workforce into Construction 4.0: framework and agreements

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