Human resource management and ethical challenges: building a culture for organization success

Abstract

Purpose Human resource professionals (HRPs) remain challenged by ethical conundrums in the workplace. Business leaders are asked to respond to demands for efficiency in an environment of distrust or skepticism amongst employees and customers. HRPs who understand ethical decision-making as well as ethical perspectives and implications of actions within the organization can create value within their organizations. The purpose of this paper is to discuss the five ethical content issues of Hosmer’s (1987) model related to the twenty-first century human resource management (HRM) themes. Design/methodology/approach As a result of a syntheses of leadership and HRM philosophies over several decades, six propositions associated with the content issues are suggested. Findings HRPs are well-positioned to encourage ethical and moral decision-making within their organizations when they are able to contribute to creation of a culture that honors duties to stakeholders and supports organizational success. Originality/value The existence of synthesized analysis regarding organizational leaders, human resource managers, ethics and culture to build organizational success is limited. Thus, this paper highlights a need for organizations and for HRPs to dedicate policies and implement practices which can support ethical sustenance in today’s organizations.

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“…Schneider's (1987) Attraction-Selection-Attrition Framework relates hiring to organizational goals, themselves affected by organizational culture aspects such as values, norms, behavior patterns, symbols, rituals, artefacts, rites, and rewards (Kirill, 2013). Ethical hiring practices (Smith et al, 2018) would be in line with the organizational culture as well as financial, legal, social and personal variables, and other environmental factors. Appropriate consideration of these factors can improve the fit from the organizational side but does fail to include other potential variables such as generational differences, gender, and profession.…”

“…During the past forty years, organizational culture has been a subject of growing interest among researchers and practitioners, analyzing the concept through the prism of several different perspectives ). Organizational culture is described in the literature mostly in terms of its relationship with a variety of different factors, including conflict resolution and empowerment (Khan & Rasli, 2015), leadership (Masa'deh et al, 2017Schein & Night, 1993), ethical challenges (Smith et al, 2018), motivation (Fernandes, 2018), knowledge (Kucharska & Wildowicz-Giegiel, 2017;Alattas & Kang, 2015;Rai, 2011), technology and innovation (Akhtar et al, 2018), Hofstede's international cultural dimensions Štreimikienė, 2012) and others (Kangas et al, 2017).…”

“…Even so, a positive significant relationship exists between HRM practices and organizational culture (Kim & Wang, 2016). Indeed, researchers have found that human resources and organizational culture are inseparable (Smith, et al, 2018). Organizations need to focus on developing and maintaining an ethical cultural aligning of employee development with organizational strategy while also taking into account the unique needs of this new generational cohort.…”

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“…On the other hand, Brady's (1999) ethical framework for examining HRM decision-making focused on the complex decision-making problems comprising values and perspective when making ethical decisions in HRM. Brady suggested a matrix of ethical choices at the individual and the organizational level that advocated reflection of duties owed, outcomes sought and relationships maintained as three defining ethical criteria (Smith et al, 2018). The debate around ethics in HRM gained further traction at the beginning of the twenty-first century.…”

A person-organization fit Model of Generation Z: Preliminary studies

“…During the past forty years, organizational culture has been a subject of growing interest among researchers and practitioners, analyzing the concept through the prism of several different perspectives (Kucharska & Kowalczyk, 2019). Organizational culture is described in the literature mostly in terms of its relationship with a variety of different factors, including conflict resolution and empowerment (Khan & Rasli, 2015), leadership (Masa'deh et al, 2017;Schein & Night, 1993), ethical challenges (Smith et al, 2018), motivation (Fernandes, 2018), knowledge (Kucharska & Wildowicz-Giegiel, 2017;Alattas & Kang, 2015;Rai, 2011), technology and innovation (Akhtar et al, 2018), Hofstede's international cultural dimensions (Kucharska & Kowalczyk, 2019;Štreimikienė, 2012) and others (Kangas et al, 2017).…”