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Exploring the Boundaries of Human Resource Managers’ Responsibilities

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  • David Guest
  • Christopher Woodrow

Abstract

This article addresses two longstanding challenges for human resource (HR) managers; how far they can and should represent the interests of both management and workers and how they can gain the power to do so. Adopting a Kantian perspective, it is argued that to pursue an ethical human resource management (HRM), HR managers need to go some way to resolving both. Three possible avenues are considered. Contemporary approaches to organisation of the HR role associated with the work of Ulrich are explored as a means of enhancing power, but rejected on the basis of research evidence as unlikely to succeed. Promotion of worker outcomes in the context of developing the link between HRM and performance offers the potential for a more ethical HRM but has not been seized by most HR managers. Finally, implementation of legislative and moral requirements to promote quality of working life is explored through the case of bullying at work. This highlights the boundaries of the HR role in a context of limited power and leads to the conclusion that it is unrealistic to look to HR managers, or at least HR managers alone, to achieve an ethical HRM. Copyright Springer Science+Business Media B.V. 2012

Suggested Citation

  • David Guest & Christopher Woodrow, 2012. "Exploring the Boundaries of Human Resource Managers’ Responsibilities," Journal of Business Ethics, Springer, vol. 111(1), pages 109-119, November.
    • Handle: RePEc:kap:jbuset:v:111:y:2012:i:1:p:109-119
    DOI: 10.1007/s10551-012-1438-8
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    2. Beatriz Maria Braga & Eduardo Camargo Oliva & Edson Keyso Miranda Kubo & Steve McKenna & Julia Richardson & Terry Wales, 2021. "An Institutional Approach to Ethical Human Resource Management Practice: Comparing Brazil, Colombia and the UK," Journal of Business Ethics, Springer, vol. 169(1), pages 57-76, February.
    3. Nicolas Roulin & Namita Bhatnagar, 2018. "Smoking as a Job Killer: Reactions to Smokers in Personnel Selection," Journal of Business Ethics, Springer, vol. 149(4), pages 959-972, June.
    4. De Prins, Peggy & Van Beirendonck, Lou & De Vos, Ans & Segers, Jesse, 2014. "Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 25(4), pages 263-284.
    5. Carol Linehan & Elaine O’Brien, 2017. "From Tell-Tale Signs to Irreconcilable Struggles: The Value of Emotion in Exploring the Ethical Dilemmas of Human Resource Professionals," Journal of Business Ethics, Springer, vol. 141(4), pages 763-777, April.
    6. Kelly Rae & Annabelle M. Neall, 2022. "Human Resource Professionals’ Responses to Workplace Bullying," Societies, MDPI, vol. 12(6), pages 1-16, December.
    7. Marco Guerci & Adelien Decramer & Thomas Waeyenberg & Ina Aust, 2019. "Moving Beyond the Link Between HRM and Economic Performance: A Study on the Individual Reactions of HR Managers and Professionals to Sustainable HRM," Journal of Business Ethics, Springer, vol. 160(3), pages 783-800, December.
    8. Vijayasingham, Lavanya & Jogulu, Uma & Allotey, Pascale, 2021. "Ethics of care and selective organisational caregiving by private employers for employees with chronic illness in a middle-income country," Social Science & Medicine, Elsevier, vol. 269(C).
    9. Maryam Dilmaghani, 2022. "The link between smoking, drinking and wages: Health, workplace social capital or discrimination?," Industrial Relations Journal, Wiley Blackwell, vol. 53(2), pages 160-183, March.

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