ACKNOWLEDGEMENTS
The editors would like to thank the Centre for Applied Philosophy and Public
Ethics (CAPPE), (Australian National University, Charles Sturt University,
University of Melbourne), an Australian Research Council Special Research
Centre, which sponsored the workshop on Ethics and Human ResourceMan-
agement in Sydney, April 2004. Also, financial support was received from UQ
Business School, The University of Queensland, for some of the expenses in
developing this book. The workshop, from which it originated, was adminis-
tered by Sheena Smith, then a Research Assistant at CAPPE, who also partici-
pated in the workshop. Our thanks to those who attended the workshop and
contributed papers, commentaries, and suggestions: David Ardagh (Charles
Sturt University), Lynne Bennington (La Trobe University), Breen Creighton
(Corrs Chambers Westgarth, Melbourne), Michelle Greenwood (Monash
University), David Guest (King’s College, London), Robin Kramar (Macquarie
University), Karen Legge (Warwick University), Gill Palmer (Monash Univer-
sity), Les Pickett (Australian Human Resource Institute), Chris Provis (Uni-
versity of South Australia), Sheena Smith (Australian National University),
Bernadine Van Gramberg (Victoria University of Technology), and Adrian
Walsh (University of New England). Thanks are also due to Karen Legge,
David Guest, and Tony Watson (University of Nottingham) for reviewing
some of the subsequent draft chapters for the book.
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CONTENTS
ACKNOWLEDGEMENTS
v
LIST OF FIGURES
ix
LIST OF TABLES
x
LIST OF CONTRIBUTORS
xi
Introduction: ethical human resource management
1
Ashly Pinnington, Rob Macklin, and Tom Campbell
PART I
SITUATING HUMAN RESOURCE MANAGEMENT
1
Socio-political theory and ethics in HRM 23
Gill Palmer
2
The ethics of HRM in dealing with individual employees without collective
representation 35
Karen Legge
3
HRM and performance: can partnership address the ethical dilemmas? 52
David E. Guest
4
Strategic management and human resources: the pursuit of productivity,
flexibility, and legitimacy 66
Peter Boxall and John Purcell
5
Ethical employment practices and the law 81
Breen Creighton
6
HRM and the ethics of commodified work in a market economy 102
Adrian J. Walsh
PART II
ANALYSING HUMAN RESOURCE MANAGEMENT
7
Stakeholder theory and the ethics of HRM 119
Michelle Greenwood and Helen De Cieri
8
HR managers as ethics agents of the state 137
Lynne Bennington
9
The ethical basis for HRM professionalism and codes of conduct 152
David Ardagh
viii
CONTENTS
10
Engineers of human souls, faceless technocrats, or merchants of
morality?: changing professional forms and identities in the face of the
neo-liberal challenge 171
Michael I. Reed
11
Ethical leadership in employee development 190
Ashly H. Pinnington and Serkan Bayraktaroglu
12
Ethics and work in emergencies: the UK fire service strike 2002–3 209
Tom Sorell
PART III
PROGRESSING HUMAN RESOURCE MANAGEMENT
13
HRM, ethical irrationality, and the limits of ethical action 223
Tony J. Watson
14
Expanding ethical standards of HRM: necessary evils and the multiple
dimensions of impact 237
Joshua D. Margolis, Adam M. Grant, and Andrew L. Molinsky
15
Strategy, knowledge, appropriation, and ethics in HRM 252
Ken Kamoche
16
The morally decent HR manager 266
Rob Macklin
Conclusion
282
Tom Campbell, Ashly Pinnington, Rob Macklin, and Sheena Smith
BIBLIOGRAPHY
292
INDEX
328
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LIST OF FIGURES
4.1 Three critical elements for the viability of the firm 68
4.2 Critical goals in HRM: a basic framework 73
7.1 The relationship between stake, rights, and responsibility 125
9.1 From human goods and needs to embodying social arrangements 155
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LIST OF TABLES
9.1 Examples of ingredient good ends and needs-satisfiers of well-being
or eudaimonia 154
16.1 Sample of Heller’s norms and maxims adapted for the HR manager’s
context 274
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