Essays on Aristotles Virtue Ethics Theory Coursework

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The paper 'Aristotle’ s Virtue Ethics Theory " is an outstanding example of management coursework. A critical discussion of Aristotle’ s Virtue ethics theory and the statement that “ HRM is unethical because HRM is not interested in ‘ well-being’ , ‘ happiness’ , ‘ blessedness’ , and ‘ human flourishing’ . Instead, it prevents this. There is no term such as organizational happiness. While virtue ethics focuses on moral character, character building is not part of HRM’ s Learning and development” . Introduction According to Hursthouse (1999), there are diverse approaches to HRM. This paper is interested in critically analysing Virtue ethics. It argues whether virtue ethics is embraced in HRM practice or not and finally makes a conclusion based on the arguments developed. The virtues one need to cultivate was contributed much by Aristotle.

Aristotle was able to specify what virtues were and was mistakenly taken as virtues during his time as stated by Bessant (2009). He used the idea of the golden mean to describe virtues. This was similar to Buddha’ s middle path between self-indulgence and self-renunciation. However, Aristotle did not apply the golden rule in all virtues because some virtues such as temperance or self-restraint one can easily find the excess of self-indulgence in the physical pleasures but the opposite of this is not in existence (Hursthouse, 1999).

Thus, the caution implies that one can only arrive at the mean if he/she already has a notion as to what is excess and what a defect of the trait in question is. It is suggested by Christie, Groarke, and Sweet, (2008) that Aristotle was interested in the identification of qualities of good people rather than identification of good principles or acts. According to Aristotle, a virtuous man knows what he does is virtuous while a good man judges prior to doing the right thing in the right place at the right time in the right way (Pellegrino, 1995).

It is argued that virtues include both character and intellectual virtues (Neubert et al. 2009). Because of this, the effectiveness of an ethical system is dependent on the nature of the people who employ it. Employee well-being HRM is charged with the responsibility of ensuring employees are committed to and are involved in the objectives and goals of a firm (Caldwell, Hayes, Bernal and Karri, 2008).

It is the principles of the HRM that influence how a firm is managed. In the recent past, many HRM departments have become interested in the notion of best practice HRM that is referred to as high-performance work systems, high involvement or high commitment (Bessant, 2009). As such, HRM managers are interested in the development of a workforce that is qualified and committed to the strategy and objectives of the firm in an environment characterized by trust and comradeship (Christie, Groarke and Sweet, 2008). Increasing interest has been directed toward employee well being in recent past.

The globalization of the business environment has come with an increased burden for the employees to deliver products and services (Christie, Groarke and Sweet, 2008). As such, this pressure has had a negative effect on the health and well-being of employees. Consequently, the cost of business is on the rise while the employee pay is diminishing (Hursthouse, 1999). Employees are increasingly encountering employment-related stress that is contributing significantly to absenteeism at the workplace. In addition, aged employees are forced to work for long in order to fund their pensions and retirements.

This is also affecting negatively the well-being of employees. many firms have embraced technology in recent past and as a result changes in firms is a going activity and workers are required to respond first to these changes (Christie, Groarke and Sweet, 2008). Many works, family and life satisfaction balance-related problems have been created by dual-earning families.

References

Berger, I., Cunningham, P., and Drumwright, M. 2007. Mainstreaming Corporate Social Responsibility: Developing markets for virtue. California Management Review, vol. 49, no. 4, pp. 132-158

Bessant, J. 2009. Aristotle meets youth work: A case for virtue ethics. Journal of Youth Studies, vol. 12, no. 4, pp. 423-438

Caldwell, C., Hayes, L., Bernal, P., and Karri, R. 2008. Ethical Stewardship – Implications for Leadership and Trust. Journal of Business Ethics, vol. 78, no. 1-2, pp. 153-164

Caldwell, C., Truong, D., Linh, P., and Tuan, A. 2011. Strategic Human Resource Management as Ethical Stewardship. Journal of Business Ethics, vol. 98, no. 1, pp. 171-182

Christie, T., Groarke, L., and Sweet, W. 2008. Virtue ethics as an alternative to deontological and consequential reasoning in the harm reduction debate. International Journal of Drug Policy, vol. 19, no. 1, pp. 52-58

Cornelius, N., Todres, M., Janjuha-Jivraj, S., Woods, A., and Wallace, J. 2008. Corporate Social Responsibility and the Social Enterprise. Journal of Business Ethics, vol. 81, no. 2, pp. 355-370

Hursthouse, R. 1999. Virtue Ethics and Human Nature. Human Studies, vol. 25, no. 1-2, pp. 67-82

Neubert, M., Carlson, D., Kacmar, M., Roberts, J., and Chonko, L. 2009. The Virtuous Influence of Ethical Leadership Behaviour: Evidence from the Field. Journal of Business Ethics, vol. 90, no. 2, pp. 157-170

Pellegrino, E. 1995. Toward a Virtue-Based Normative Ethics for the Health Professions. Kennedy Institute of Ethics Journal, vol. 5, no. 3, pp. 253-277

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