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 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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
* 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
* 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
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