Human Resource Management & Ethics - Example

Running heading: Human Resource Management Student’s Name: Instructor’s Name: Course Name and Code: University: Date of Submission: Human Resource Management & Ethics Human resource management is one of the key fields of management whose practice either can build or destroy an organization; can make the organization to meet or miss its objectives; can make the workers either to be productive or not productive at the work place, and finally can make an organization to exist or to cease depending on if it is realizing its objectives or not (Delahaye & Brian, 2005 p.56-70). The practices of human resources are more important to the organization than the individuals who form the workforce; for how the human resource capital is managed is what ultimately affects the output of not just the employee's performance but the performance of the whole organization. Poor human resource practices that are characterized by unethical practices always would act as a stumbling block to the effective realization of an organization's goals and objectives (Kramar et al. 2011, p.4-8). In today’s business world despite the evolution of human resource practices with regard to the ethical and unethical concerns; it is still evident that the problem of human resources unethical practice still lives in organizations. This forms the basis of the discussion of ‘Human resource management and ethics’. This paper is detailed on issues to do with Human resource management and ethics. The introduction talks of the human resource practices and its negative or positive impacts, the growth of the human resources practice and the historical factors that facilitated the growth of the concepts of ethics in the practice of human resource management. From the introduction, the paper discusses a number of issues in its body through the following subheadings. First it discusses issues to do with ‘The basics, functions and the roles of human resource management and ethics’; where it outlines the concept of human resource management, its evolution over time, the management theories that influenced the practice of human resource management and finally the how the prospective impacts of the human resource necessitated the need to address ethics in the practice of human resource management. The paper goes ahead to discuss and analyze the theoretical concepts of ‘human resource management and ethics’. The paper goes ahead to broadly look at the ‘Consequentalism/Utilitarianism ethics theory’ in relation to make an argument against the view that ‘Human resources is unethical’. Other topics discussed in the paper include a discussion of how human resource management and ethics contributes to the well being of human beings, organizations and society at large. A description of the practical implication of human resource management and finally there is a discussion of how to develop an analytical and critical communication skills that will be appropriate for the organizational, national and industrial environment which is shaped by ‘human resource management and ethics’ The paper comes to an end with a conclusion paragraph that captures the concepts discussed in the paper. Consequentalism/Utilitarianism Ethics Theory Consequentalism/Utilitarianism Ethics Theory’; Using this theory as a case study in this paper helps one to see the HRM in another perspective. The theory looks at HRM to be a practice that doesn’t bring any pleasure to any number of people. It looks at human resource management to be focused on triggering individuals in a certain management regime through manipulating their behaviors towards the bottom line and enforcing the organizational behavior as priority. The theory emphasizes that the practices of HRM actually ends up in harming people and this accounts for a good percentage of the cases of unemployment (Budd & James 2005, p.34-47). The theory advances that Human resource management practices have room for the following which makes it an unethical practice; there is low pay grades, provision for alienation of work designs, it fails to prevent or to bullying at the work place, there is still existence of sexual harassment in many organizations, HRM displays favoritism in disciplinary actions, rude and unthankful dismissal practices are evident, falsified corporate responsibility is enhanced by HR mangers, and finally HRM practices are concerned about the performance of the employees at the expense of employees needs. The theory further advances that it human resource would tailor the behavior of employees so as to suit the needs of the organization. In other words, human resource is not concerned about the behavior or personality of the employee recruited, but instead it has laid focus on how these behaviors can be lured to be beneficial to the organization. This is very evident when it comes to paying of employees where the employees are given poor pay, pay that is not in proportionate to the quantity of work that employees have done (Kramar, 2011 p.47-67). Establishment of work designs that alienate employees is evidenced in a number of organizations; this implies that the employees do not have a fair play ground for the benefits of their work. It happens that human resource according to the theory would promote discrimination in promotions, pay as well as job description among employees. The Consequentalism/Utilitarianism Ethics Theory’; as mentioned earlier goes further to look at human resource management to be focused on triggering individuals in a certain management regime through manipulating their behaviors towards the bottom line and enforcing the organizational behavior as priority. The consequence of the practice of this theory implies that the employees of an organization for form the largest volume of the human resources will not have the freedom and ability to actively participate in the management process but instead silently they will be used as tools to enforce the success of the priorities that the organization has made its mind on (Kramar, 2011 p.47-67). Application of this theory further means that as the human resources are being pushed to adjust their behaviors to be alike with what the organization wants them to have; this denies them the opportunity to be themselves and therefore this kills enthusiasm for work by limiting the provisions for application of innovation while performing tasks. The theory may be said to be the rationale behind the high cases of unemployment that is witnessed today. Actually, the theory emphasizes that the practices of HRM actually ends up in harming people instead of doing good. This may be evidenced based on the fact that human resources are individuals who are born differently and are expected to work differently. The efforts by the organizations to change their behaviors may make them hurt and thereby opting to be out of the work place. Proponents of the theory argue that the theory diminishes the free will of the human resources to work within their capability, and instead they are compelled to work according to the organization. This is the basis by which the human resources are hurt and therefore opting out of the work place. From the discussion on ‘Consequentalism/Utilitarianism Ethics Theory’, HRM is may be argued to be unethical through the practices that are evident in today’s organization. It is evident in many organizations today that there are so many unethical practices at the work place that are fronted unfortunately, not by the employees but by the human resources managers. Practices such as payment structure of wages and salaries (Bohlander & Snell 2009, p.42-53). To date, in many organization the efforts that the workers particularly at the low levels is not equivalent to the wages they are given; this is utmost manipulation of such employees. Secondly many organizations do not have a written and promotion policy which has led to employees receiving promotion; through unethical ways such as giving sexual favors and/or giving bribes to their employers (Kramar et al. 2011, p.542). Outbursts of such behavior now and again hit the press across the world. However in a limited number of organizations have proved that HRM can be ethical through fostering openness in the way employees are treated, introducing an open way that grievances can be sorted out as well as punishing managers involved in unethical behaviors in the work place. From this theory again, we may argue against human resource being unethical; human resource management may be seen to be ethical based on the fact that it defends the genuine interests of the organization; and when this interests are protected then the job of the human resources are too protected. One of the major interests of the organizations is to maximize the profit margins of the firm. The theory fronts that the behaviors of the human resources are adjusted so be the one that will make the organization meet its own intersts (Kramar, 2011 p.47-67). Therefore, if the change in behavior of the human resource will help to meet the demands of the organization such as maximizing profits, then the human resources would end up to benefit from the increased profit; for their pay will be guaranteed and this means that the Human resource management practice may be said to be an ethical practice. Secondly, one may argue against human resource management being unethical with respect to the ‘Consequentalism/Utilitarianism Ethics Theory’; based on the fact that the recruitment and selection process of human resources is open enough to involve the candidates to know what is expected of them as they take up the new responsibilities. Additionally, the signing of the employment contact defends the actions by the human resource managers with respect to the relationship with the employees. This because even the behaviors that are expected at the work place are often described prior to one assuming responsibilities. Therefore, the call by the proponents of the ‘Consequentalism/Utilitarianism Ethics Theory’ that human resource management is unethical for it forces the human resources to change their behavior may not hold water in this case; for this provisions were already outlined in the job description letter which is often attached with the employment contract. Basically, the functions and role of HRM & Ethics; Human resource management involves people, the workforce or employees of an organization with regard to how they are managed to add value to the organization. The value that should be added should be directed in facilitating the organization to meet its goals and objectives. The human resources of an organization are very important in the determination of how effective an organization is in its functioning and its prospects to achieve the set out goals. This is why the human resource managers play a significant role in ensuring that the human resources function is operating in a manner that will bring fourth optimal performance of work which will ultimately be transferred to the overall organizational work output. Therefore, the human resource management function is involved in the design of work and organizational structures, employee supervision, employee recruitment and selection, employee appraisals, promotions and layoffs (Kramar et al. 2011, p.4-6). They too come up with the code of conduct of the employees in the work place; they design human resource policies that address matters such as leaves, modes of promotion or demotions and generally policies that govern the relationship between an employee, an employer and organization in general. These functions and roles are very critical to any organization, and if not kept on check both from the side of the employee and that of the management; then there is likely to be misuse of power and responsibility. This is what calls for the practice of ethical practices by the human resources managers. (Kramar et al. 2011, p.4) gives a description of Human resource management to be a function that involves all the systems and policies that are made to be able to influence the behaviors, attitudes and performance of employees at the workplace. He goes further to articulate that a number of times many people refer to human resource management as ‘people management’. In essence he points out that to increase the likelihood of the organization to have effective outcomes both with regard to the performance of individuals who form the organization and the organization performance; there is a need to create a link that creates some positive relationship between the organizational goals and the organizational strategy. This can effectively be achieved if managers give provisions for implementation of human resource practices that are consistent, and are aimed at positively influencing the attitudes and behaviors of employees to achieve organizational goals. Looking at classical theories of management as fronted by scholars such as Taylor; they viewed man as a machine and as a resource just like other resources as machinery. This further led to an uprising of civil rights activities and movements, as well as the international bodies that make laws governing how employees are to be treated, for instance the international labor organizational). (Kramar et al. 2011, p.542); notes categorically that the human resource professionals are currently expected to carry out their work mandate in managing the human resources through acting in ways that will portray them as ethical stewards or as the ‘conscious of organizations’ In other words, he outlines that the human resources professionals are expected to advocate and enforce improvements in the practice of human resource management. This should be done on the grounds of ethical awareness, their own knowledge of the ethical theories; and their devotion to the application of the acquired knowledge on ethical and unethical human resources practice to their own practice in their organizations. This further demands that the human resource managers ought to have a good, comprehensive and an insight understanding of the ethical practice of human resource management. An analysis into the theoretical concepts in HRM & Ethics: Portrays Human resource and ethics involved with monitoring the human resource management practices with respect to the ethical consideration; that are either observed or undermined by the human resources professionals of an organization. Human resource management practices involve the application of ethical and unethical concepts. This are reflected in the way managers are able to design their work, how they supervise and follow up how the work is done, how they treat their employees in the process of working, the value they attribute to the employees which can be seen through appraisal and/or rewards (Pinnington & Rob 2008, p.46-52). Their policies towards the state of a worker in the organization and other essential human resource management practices that may portray the value of employees such as how employees are recruited are paid their wages and salaries and procedures in which employees are laid off. Ethics generally relates to some acceptable standards; a way in which the code of conduct set are respected by the parties the codes are set for (John & John 2006, p.36-47). It relates to the anticipated expectation of treatment that one would expect or regard to be good or beneficial. In human resource management terms; ethics involves carrying out moral, psychological and practical set of practices that show respect for the employee as well as the management. The contribution of HRM and Ethics to human beings include; it has led to respect of human dignity at work; it has also led to increased benefits for an individual worker through legislation, for instance payment of redundancy payments after an employee is out of service has been enforced; it has led to organizations to begin to attend to the needs of the employees through offering provisions for allowances such as medical, house and transport allowance; and finally it has led to increased recognition of an employee as a human being who needs respect and dignity to perform his/her duties effectively. The contribution of HRM and Ethics to organizations and society include; It has led to increased output in many organization due to increased motivation of workers. The society has also benefited through the increased output that benefits the society (Smith, 2002 p.49-66). The contribution of Human resource management and ethics to human organization may stretch to enabling the organization maintain a harmonious relationship between its employees and managers as well as employees and other stakeholders of the organization. Upholding such harmonious relationship makes work to be easier; it makes the processes of work to be done in a cordial manner; it further motivates the employees as well as the managers to get interested in the work they do and this is reflected to the positive performance that is often recorded when such relationships are evident. The organization would also save the working hours that would have otherwise been used in solving the many conflict cases which occur in the work place that are short of ethics. In simpler terms, ethics in human resource is such an essential requirement in its practice so as to bring order at the work place. The order that will make work processes be easily done so as to reach at the objectives that were set by the organization. Practical Implication of HRM & Ethics; the practical implications of ethics for HRM include; poor ethical standards by HRM leads to low productivity of workers, leads to high turnover in the organization, leads to lack of harmony among employees and managers, lack of ownership of work by employees will also be evident. Extreme cases of unethical practices may have impacts such as strikes and protests by employees (DeSimone, Werner & Harris, 2002 p.89-105). Conclusion In conclusion, the paper has addressed various concerns that regard ethics in Human resource management; the different theories of organizational ethics as practiced by the human resources managers which include the justice ethics theory, the utilitarianism ethics theory, the virtue ethics theory and Kantian ethics theory. It has also covered concepts that relate to human resource management and ethics, with a view to find if human resource management is ethical or not. In addition to these, the paper has briefly discussed the contribution of human resource management to human beings, the society and to the nations. Therefore as much as there is need to train the employees, there is also need to train the managers on areas of human resource management and ethics. References Baker, J. R. & Doran, M. S 2002, Human resource management, Scarecrow Press, Lanham, Md. Budd, W & James G 2005, The ethics of human resources and industrial relations, Cornell University Press, Chicago. Bohlander,G. & Snell, S 2009, Managing Human Resources, Cengage Learning, London. Delahaye, Brian, L 2005, Human resource development: knowledge management, 2nd ed, John Wiley & Sons Australia, Ltd, Milton, Qld, 56-70. DeSimone, R. L., Werner, J. M. & Harris, D. M 2002, Human resource development, Harcourt College Publishers, Fort Worth, p. 89-105. John R. & John R 2006, Human resource management ethics, IAP, London. Kramar, R., Bartram, T & Cleri, M 2011, Human Resource Management in Australia-Startegy, People, Perfomance, 4th ed, McGraw-Hill, Sydney, p.542- 546. Köster, M 2007 Ethics in Human Resource Management, GRIN Verlag, London. Pinnington, A & Rob M 2008, Human resource management: ethics and employment, Oxford University Press, New York, NY. Smith, A 2002, Training and development in Australia, 2nd ed, Butterworths, Sydney, 49-66. Read More