Management Papers
Document Type
Book Chapter
Date of this Version
2007
Publication Source
Human Resource Management: Ethics and Employment
Start Page
237
Last Page
251
Abstract
Ethical challenges abound in HRM. Each day, in the course of executing and communicating HR decisions, managers have the potential to change, shape, redirect, and fundamentally alter the course of other people's lives. Managers make hiring decisions that reward selected applicants with salaries, benefits, knowledge, and skills, but leave the remaining applicants bereft of these opportunities and advantages. Managers make promotion decisions that reward selected employees with raises, status, and responsibility, leaving other employees wondering about their future and their potential. Managers make firing and lay-off decisions in order to improve corporate performance, all the while harming the targeted individuals and even undermining the commitment and energy of survivors. Even when managers complete performance appraisals and deliver performance feedback, they may inspire one employee and devastate another. For each HR practice, there are winners and there are losers: Those who get the job, or receive a portfolio of benefits, and those who do not.
Copyright/Permission Statement
Joshua D. Margolis, Adam M. Grant & Andrew L. Molinsky (2007), "Expanding Ethical Standards of HRM: Necessary Evils and the Multiple Dimensions of Impact". In A.H. Pinnington, R. Macklin, T. Campbell (Eds.), Human Resource Management: Ethics and Employment, (pp. 237-251). New York: Oxford University Press, is made available with the permission of Oxford University Press.
Recommended Citation
Joshua D. Margolis, Adam M. Grant & Andrew L. Molinsky (2007), "Expanding Ethical Standards of HRM: Necessary Evils and the Multiple Dimensions of Impact". In A.H. Pinnington, R. Macklin, T. Campbell (Eds.), Human Resource Management: Ethics and Employment, (pp. 237-251). New York: Oxford University Press.
Date Posted: 19 February 2018
This document has been peer reviewed.