HRM Ethics: Perspectives for a New Millennium

Overview

HRM Ethics: Perspectives For a New Millennium identifies the critical ethical issues that Human Resource professionals may face in the first decade of the 21st Century. Gravett describes what an ethical organization looks like; outlines the indicators of a weak ethics system and the resulting damage to productivity and profitability; and explains the Human Resource professional's unique role in building an ethical organization. This text also contains real-world scenarios and potential options to ethically handle...

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Overview

HRM Ethics: Perspectives For a New Millennium identifies the critical ethical issues that Human Resource professionals may face in the first decade of the 21st Century. Gravett describes what an ethical organization looks like; outlines the indicators of a weak ethics system and the resulting damage to productivity and profitability; and explains the Human Resource professional's unique role in building an ethical organization. This text also contains real-world scenarios and potential options to ethically handle common Human Resource Management dilemmas based on interviews with Human Resource practitioners across the United States. Targeted for the graduate-level Human Resources student. It can supplement the survey course in Human Resource Management, or serve as a core text for an Ethics in HRM course.

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Product Details

  • ISBN-13: 9781931442565
  • Publisher: CENGAGE Learning Custom Publishing
  • Publication date: 1/1/2002
  • Pages: 206

Meet the Author

Linda S. Gravett, Ph.D., SPHR is faculty member at Xavier University as part of The Senior Management Certificate Program. Linda has been a consultant and educator in the Human Resources field for 11 years and was a Human Resource Practitioner for 14 years before that. She has consulted for service, manufacturing, public sector, and nonprofit organizations. She is an active speaker and trainer on a variety of topics including Ethical Dilemmas in Human Resources, Measuring the Outcomes of a Diversity Initiative, and Aligning the Diversity Initiative with the Organization's Strategic Plan. Linda is Myers Briggs Type Indicator certified and has used the certification to counsel individuals and groups in career management and teambuilding. She is also a founding partner of two consulting firms: Gravett and Associates and e-HResources.com.
Linda has been involved with the Society for Human Resource Management for 17 years in various leadership capacities, including State Director of Ohio, Area III Diversity Director, and Chair of the National School-to-Work Committee. For two years she served on the Eastern Writing Panel for the Human Resources Certification Institute.

Linda is the 1999 recipient of the Society for Human Resource Management's David Award for Professional Excellence and the 1991 recipient of the National Professional Business Woman's Individual Progress Award. She has been honored with inclusion in Who's Who in the Midwest, Who's Who of Executive Women, and Who's Who of American Women.

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Table of Contents



Chapter 1 - Introduction 1-1Introduction
Chapter 2 - What an "Ethical Organization" Looks Like 2-1"Scapegoating" 2-2 Abdicating Responsibility 2-3Overpromising 2-4"Turf Guarding" 2-5 Underachieving 2-6 Three Ethics Tests for Individuals
Chapter 3 - Ethical Dilemma #1: An Intervention with a Manager Who Is Related to the CEO 3-1Breakdown by Total 3-2Breakdown by Race and Ethnicity 3-3Breakdown by Gender 3-4Breakdown by Age and Number of Years in Human Resources 3-5Breakdown by Organization-Level Characteristics
Chapter 4 - Ethical Dilemma #2: A Supervisor Has HIV and Is a Gay-Rights Activist–Who Has a Right to Know? 4-1Breakdown by Total 4-2Breakdown by Race and Ethnicity 4-3Breakdown by Gender 4-4Breakdown by Number of Years in Human Resources 4-5Breakdown by Age 4-6Breakdown by Organization Type 4-7Breakdown by Organization Size
Chapter 5 - Ethical Dilemma #3: To Explore or Not to Explore a Rumor–That Is the Question 5-1Breakdown by Total 5-2Breakdown by Race and Ethnicity 5-3Breakdown by Gender 5-4Breakdown by the Number of Years in Human Resources and Age 5-5Breakdown by Organization Type 5-6Breakdown by Organization Size
Chapter 6 - Ethical Dilemma #4: The Boss Wants to Replace Employees with Robots–Should Human Resources Intervene? 6-1Breakdown by Total 6-2Breakdown by Race and Ethnicity 6-3Breakdown by Number of Years in Human Resources 6-4Breakdown by Age 6-5Breakdown by Gender 6-6Breakdown by Organization Type 6-7Breakdown by Organization Size
Chapter 7 - Ethical Dilemma #5: How Much "Truth" Should Recruiters Disclose to Applicants? 7-1Breakdown by Total 7-2Breakdown by Race and Ethnicity 7-3Breakdown by Gender 7-4Breakdown byNumber of Years in Human Resources and Age 7-5Breakdown by Organization Type 7-6Breakdown by Organization Size
Chapter 8 - Ethical Dilemma #6: Monitoring Technology for Telecommuters Is Available, But Should It Be Used? 8-1Breakdown by Total 8-2Breakdown by Race and Ethnicity 8-3Breakdown by Gender 8-4Breakdown by Number of Years in Human Resources and Age 8-5Breakdown by Organization Type 8-6Breakdown by Organization Size
Chapter 9 - Ethical Dilemma #7: Can Human Resources Allow Self-Directed Teams to Really be Self-Directed? 9-1Breakdown by Total 9-2Breakdown by Gender 9-3Breakdown by Race and Ethnicity 9-4Breakdown by Number of Years in Human Resources and Age 9-5Breakdown by Organization Type 9-6Breakdown by Organization Size
Chapter 10 - The Human Resource Professional's Role in Building an Ethical Organization 10-1Core Values 10-2Mutual Trust and Respect 10-3Clear Expectations 10-4Open Communications 10-5Ongoing Education 10-6So What Does This Mean to Me–The Human Resource Practitioner? Appendixes Appendix A - Ethical Dilemmas of 21st Century Human Resource Professionals–Survey of Current Practices A-1Part I–Demographic Information A-2Part II–Scenarios Appendix B - Examples of Codes of Ethics B-1CDS Engineers B-2Clopay Corporation B-3Cintas
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