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Acknowledgements | p. v |
List of Figures | p. ix |
List of Tables | p. x |
List of Contributors | p. xi |
Introduction: ethical human resource management | p. 1 |
Situating Human Resource Management | |
Socio-political theory and ethics in HRM | p. 23 |
The ethics of HRM in dealing with individual employees without collective representation | p. 35 |
HRM and performance: can partnership address the ethical dilemmas? | p. 52 |
Strategic management and human resources: the pursuit of productivity, flexibility, and legitimacy | p. 66 |
Ethical employment practices and the law | p. 81 |
HRM and the ethics of commodified work in a market economy | p. 102 |
Analysing Human Resource Management | |
Stakeholder theory and the ethics of HRM | p. 119 |
HR managers as ethics agents of the state | p. 137 |
The ethical basis for HRM professionalism and codes of conduct | p. 152 |
Engineers of human souls, faceless technocrats, or merchants of morality?: changing professional forms and identities in the face of the neo-liberal challenge | p. 171 |
Ethical leadership in employee development | p. 190 |
Ethics and work in emergencies: the UK fire service strike 2002-3 | p. 209 |
Progressing Human Resource Management | |
HRM, ethical irrationality, and the limits of ethical action | p. 223 |
Expanding ethical standards of HRM: necessary evils and the multiple dimensions of impact | p. 237 |
Strategy, knowledge, appropriation, and ethics in HRM | p. 252 |
The morally decent HR manager | p. 266 |
Conclusion | p. 282 |
Bibliography | p. 292 |
Index | p. 328 |
Table of Contents provided by Ingram. All Rights Reserved. |
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