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Towards Extending the Ethical Dimension of Human Resource Management

Author

Listed:
  • Viruli A. de Silva
  • H. H. D. N. P. Opatha
  • Aruna S. Gamage

Abstract

Enduring interest in the ‘social’ aspect of the ethical dimension of Human Resource Management (HRM) on employees and society is a positive trend towards humanity. To maintain justice, fairness and well-being towards its stakeholders, it is necessary for an organization to perform HRM functions ethically. Authors identified two possible meanings to the ethical dimension of HRM. In addition to the above, a second possible connotation was recognized, and labeled as ‘Ethical Orientation of HRM or EOHRM’. This is ‘to direct HRM functions to create, enhance and maintain ethicality within employees, to make an ethical workforce in the organization’. EOHRM is conceptualized based on three dimensions: acquire, develop and retain. Elements of EOHRM are the functions of these three HRM fields. Ethical characteristics would be embedded into elements and question items of the instrument, in order to measure EOHRM. It seems that this concept has been unexplored by scholars in the existent HRM literature. This article attempts to bridge this knowledge gap to a significant extent. EOHRM is offered as a novel concept to HRM architecture, and it gives favorable directions towards future research.

Suggested Citation

  • Viruli A. de Silva & H. H. D. N. P. Opatha & Aruna S. Gamage, 2016. "Towards Extending the Ethical Dimension of Human Resource Management," International Business Research, Canadian Center of Science and Education, vol. 9(10), pages 151-161, October.
    • Handle: RePEc:ibn:ibrjnl:v:9:y:2016:i:10:p:151-161
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    References listed on IDEAS

    as
    1. Michelle Greenwood, 2013. "Ethical Analyses of HRM: A Review and Research Agenda," Journal of Business Ethics, Springer, vol. 114(2), pages 355-366, May.
    2. Larue Tone Hosmer, 1994. "Strategic planning as if ethics mattered," Strategic Management Journal, Wiley Blackwell, vol. 15(S2), pages 17-34, June.
    3. Michelle Greenwood, 2007. "Stakeholder Engagement: Beyond the Myth of Corporate Responsibility," Journal of Business Ethics, Springer, vol. 74(4), pages 315-327, September.
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    Citations

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    Cited by:

    1. H.H.D.N.P. Opatha, 2021. "Towards a Generic Model of Human Resource Management," International Business Research, Canadian Center of Science and Education, vol. 14(7), pages 1-58, July.
    2. Viruli A. de Silva & H.H.D.N.P. Opatha & Aruna S. Gamage, 2018. "Does Ethical Orientation of HRM Impact on Employee Ethical Attitude and Behavior? Evidence from Sri Lankan Commercial Banks," International Business Research, Canadian Center of Science and Education, vol. 11(1), pages 217-229, January.
    3. Agnieszka Wojtczuk‐Turek & Fiona Edgar & Nataliya Podgorodnichenko & Dariusz Turek & Maria Järlström & Paweł Jurek & Howard J. Klein & Belgin Okay‐Somerville, 2025. "The Contingency Effects of Five Sustainable Development Goals (Big Five SDGs): A Cross‐National Study of Socially Responsible HRM and Well‐Being," Sustainable Development, John Wiley & Sons, Ltd., vol. 33(5), pages 7557-7574, October.
    4. Federico Bertacchini & Carlotta Magri & Gianluca Gabrielli, 2025. "What is in a Rating? Exploring the Link Between the Italian Legality Rating and Earnings Management," Business Strategy and the Environment, Wiley Blackwell, vol. 34(1), pages 1494-1509, January.

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    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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