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Human Resource Management
Ethics and Employment
Edited by Ashly Pinnington, Rob Macklin, and Tom Campbell
360 pages
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4 figures, 2 tables
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234x156mm
978-0-19-920379-6
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Paperback
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25 January 2007
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This item is temporarily out of stock, but may be ordered now for delivery when back in stock.
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- Comprehensive analysis of continuity and change in employment and HRM
- Timely evaluation of the ethical achievements to-date of HRM in: individualized employment relations, HRM partnerships, HRM and employee performance, strategic HRM
- Detailed recommendations for HR managers and general managers encouraging more ethically aware practice
- Guidance on ethical approaches to leadership, knowledge management and collective employment relations
- In-depth assessment of the ethical contribution and potential of HRM
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 subdivides into three sections: Part I assesses the context of HRM; Part II analyses contemporary debates, continuity and change in HRM, and Part III proposes likely developments for the future seeking to identify a more proactive HRM approach towards ethical issues arising in employment. Distinctive features include:
-Comprehensive analysis of continuity and change in employment and HRM
-In-depth assessment of the ethical contribution
and potential of HRM
-Timely evaluation of the ethical achievements to-date of HRM in: individualized employment relations, HRM partnerships, HRM and employee performance, and strategic HRM
-Detailed recommendations for HR managers and general managers encouraging more ethically aware practice
-Guidance on ethical approaches to leadership, knowledge management and collective employment relations
-Analysis of alternative futures for HRM as a profession and advice on how to create more rigorous and independent professional practice
-A vision of a more innovative, cooperative and ethically sensitive set of HRM practices
-Clear proposals for HRM on how to attain more ethical
conductReadership: Researchers, academics, and advanced students of HRM, Industrial Relations, Business Ethics, and Management Studies; those taking professional courses in HR.
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Edited by Ashly Pinnington, Aberdeen Business School, The Robert Gordon University, Rob Macklin, Senior Lecturer in the School of Business, Charles Sturt University, Albury, New South Wales, Australia, and Tom Campbell, Program Manager, Business and Professional Ethics, Centre for Applied Philosophy and Public Ethics, Charles Sturt University Contributors:
David Ardagh, Senior Lecturer in HRM, School of Commerce, Charles Sturt University,
Serkan Bayraktaroglu, Associate Professor of Human Resource Management, Department of Business Studies, Sakarya University, Adapazari, Turkey,
Lynne
Bennington, Professor and Head of School of Management, RMIT Business, RMIT University, Melbourne, Victoria, Australia,
Peter Boxall, Professor of Human Resource Management and Associate Dean (International), Department of Management and Employment Relations, The University of Auckland Business School, Auckland, New Zealand,
Tom Campbell, Program Manager, Business and Professional Ethics, Centre for Applied Philosophy and Public Ethics, Charles Sturt University,
Breen Creigthon, Partner with Corrs Chambers Westgarth, Lawyers, Melbourne, Victoria,
Helen De Cieri, Associate Professor and Director of the Australian Centre for Research in Employment and Work (ACREW), in the Department of Management at Monash University, Australia,
Adam
Grant, PhD Candidate in Organizational Psychology, University of Michigan,
Michelle Greenwood, Department of Management, Monash University, Melbourne, Australia,
David E. Guest, Professor of Organizational Psychology and Human Resource Management, King's College, London,
Karen Legge, Professor of Organisational Behaviour, Warwick Business School,
Rob Macklin, Senior Lecturer in the School of Business, Charles Sturt University, Albury, New South Wales, Australia,
Joshua D. Margolis, Assistant Professor working at Harvard Business School,
Andrew Molinsky, Assistant Professor of Organizational Behavior, International Business School and Department of Psychology, Brandeis University,
Gill Palmer, Dean of the Faculty
of Business and Economics, Monash University, Melbourne, Australia,
Ashly Pinnington, Professor of Human Resource Management, Aberdeen Business School, Robert Gordon University, Aberdeen,
John Purcell, Professor of Human Resource Management, Director of the Work and Employment Research Centre, School of Management, University of Bath,
Mike Reed, Professor of Organisational Analysis (Human Resource Management Section) and Deputy Director (Research), Cardiff Business School, Cardiff University, Wales, UK,
Sheena Smith, Research Student, Department of Philosophy, Australian National University,
Thomas E. Sorell, Professor of Philosophy and Co-Director of the Human Rights Centre at Essex University,
Adrian Walsh, Senior
Lecturer, School of Social Science, UNE, Armidale, NSW, and Research Associate, CAPPE, University of Melbourne,
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Ashly Pinnington, Robert Macklin, Tom Campbell: 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
Tom Campbell, Ashly Pinnington, Rob Macklin, and Sheena Smith: Conclusion
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The specification in this catalogue, including without limitation price, format, extent, number of illustrations, and month of publication, was as accurate as possible at the time the catalogue was compiled. Occasionally, due to the nature of some contractual restrictions, we are unable to ship a specific product to a particular territory. Jacket images are provisional and liable to change before publication.
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