Human Resource Management and the Ethics Based on Consequentialism and Utilitarianism - Essay Example

HRM CONTRIBUTION TO ORGANIZATIONS AND SOCIETY. By (Insert both names) (Name of class) (Professor’s name) (Institution) (City, State) (Date) Introduction. The basis of Human Resource Management is the fact that it is the organizational function which deals with recruitment, management, development and the motivation of employees. It also serves as a specialized and unique system that provides a functional system for the engagement of employees as well as a managing system that fosters compliance of rules and regulations of employment, the standard of human rights and ethical issues (Armstrong 2006). Human Resource Management abbreviated as HRM is defined as the schemes, systems and polices that influence the behavior, performance, attitude and the mind-set of employees. In order to achieve an outcome that is effective in terms of the actions of individuals and eventually the performance of the organization, the mentioned practices and traditions need to be interlinked with the goals and strategies of the organization. The only way to achieve the preset aims and goals is through human resource practices that incessantly influence the attitude, behaviors and mind-set of any employee (Kramar, Bartram, & De Cieri 2011). Linking HRM and ethics, it is quite evident that professionals who are charged with human resource are currently expected to be ethical leaders, mentors or stewards. The human resource managers are expected to be the conscious mind of an organization. As it will be discussed in great details they are expected to advocate for improvements in the practices of an organization (Kramar, Bartram, & De Cieri 2011). The improvements are on the grounds of knowledge and information on ethical theories, awareness of ethics in their realization and application to practices of HRM. The HR managers who obtain that position presently are expected to have good if not excellent, comprehensive and an understanding of ethics that is critical in order to utilize that knowledge, skill and information to “advocate improvements to exercise or practice” of Human Resource Management (Kramar, Bartram, & De Cieri 2011, p.542). It has been stated that all the practices of Human Resource Management have a foundation based on ethics. HR thus deals with the practical and sensible consequences of the behaviors of humans. Due to the fact that HRM is recognized as an integral part of the management of an organization, the objective is based on ethics and it seeks to maintain good human relations. The HRM department that is firmly rooted in ethical considerations is able to develop, apply and evaluate procedure, policies and programs that relate to proper human resource practices in a bid to optimize the contribution of the employee and, aid in realizing the objectives of the organization (Johnson 2003). The various key ethical issues that have been advanced by Klikauer (2010) highlight the various ethical arguments that exist which are the key to good HRM practices. Due to the various schools of thought and views only one argument can be sustained and applied to a particular organization. This is due to the fact that there are different mind-sets that exist among personnel who hold HR positions. The contribution of HRM and ethics is a contemporary argument. The debate today highlights that HRM main concern is to obtain results that are good and those that collaborate with people. It has become an integral and similarly a distinctive aspect of management that concerns itself with the people who work in an organization in relations to the organization at large. HRM combined with ethics helps to attain the highest development among employees, a working relationship that is desirable between the employer and employees, among employees and among the top management of the organization. The two aspects when integrated also help to attain an effective channeling of human resource practices especially when contrasted with the physical resources of the organization. This paper will critically discuss the ethics based on Consequentalism and utilitarianism. Consequentalism is based on the writings of a renowned scholar Jeremy Bentham who asserted that ethics is what brings maximum amount of delight and pleasure to the largest number of people. Utilitarianism theory by John Stuart Mills states that people can do anything that they year and desire provided it does not bring harm to other people. HRM Contribution to Organizations and Society. Human resource management is described as the organizational office that deals with issues and matters that relate to persons in fields such as recruitment, employment, management and the direction of the employees who work in an organization. The subject on human resource management is dynamic and has evolved over the decade. Human resource management has a contemporary definition which defines and describes it through a more holistic approach in relations to the associations of all employees in the organization. This current approach includes, attending to each individual worker in the organization, training, motivation, balancing between work and life of a worker and personal and career development (Kramar, Bartram, & De Cieri 2011). From the foregoing we are able to understand the basic or the foundations of HRM, its roles and functions. The function of HRM in any organization is to take care of its workforce or its human capital. The department that handles HRM is tasked with the responsibility of the processes that permit any organization to remain competitive on the external market as well as to remain efficient in its internal activities. It is undisputed that the responsibilities, roles and functions of HRM are defined well and precisely in theory while the actuality is quite unusual when it comes to its practical application from one organization to another. For instance the HRM role or function is different in an organization that engages in manufacturing compared to an organization that handles supply of even an IT firm. This is due to the fact that the investments that are needed to maintain the work force and the rivalry on the market generally outlines, defines and lays out the playing field for the function of its HRM. The function of HRM has to develop and extend its role in the organization from the grass root level to the schemes, process coupled with the worth that is added to an organization (Johnson 2003). Ideally HRM department is responsible for the interdisciplinary assessment of all employees or staff members in an organization. The approach calls for the application from various fields such as sociology, psychology, industrial engineering as well as a critical comprehension of theories that relate to all aspects of the organization. This department has the onus of altering or converting hired workforce into worthy partners in an organization. This is achieved through change management that is dedicated as well as administration of employees who are focused (Banister and Harding 2004). The function of HRM is specifically to motivate and encourage employees to establish their mettle or grit and add value to an organization. The function of HRM to the society is thus to convert raw ability, talent and skill into people of worth who are capable of adding significant value to an organization. This department is important to the organization and society a like because individuals are given an opportunity to self actualize. The society benefits in the sense that people become better equipped to serve them or give back to them in a fashionable way. The organization achieves excellence from a work force that is highly skilled and motivated (Armstrong 2006). HRM and Ethics. According to Greenwood (2002), presently the ethical analysis of Human Resource Management has adopted one of the two approaches or forms which are the application of utilitarian and Kantian theories of ethics to the gestalts or HRM as well as the application of the theories of fairness and justice to certain HRM customs. The heart of this essay is on the theories based on utilitarianism and Consequentalism. Ethical issues and concerns are used as a way to develop certain minimum principles, against which HRM in its different practices may be assessed or evaluated. Greenwood (2002) further states that even when these standards are used to pass a judgment on HRM it still lacks in different capacities. Stone cited in (Greenwood 2002) states that HRM is often described as the productive utilization of individuals in order to achieve the strategic business goals and objectives of an organization as well as the satisfaction of the needs of employees. To state whether HRM is soft, hard or a combination of soft and hard is not accurate in whichever aspect looks at it. The variation comes in on the nature and extent of its use. HRM recognizes either use unreservedly. This fact has raised certain ethical issues. From the onset HRM is in violation of a number of ethical interdictions especially as against the use of people (Johnson, 2003). To refer to employees as a resource is an indication of walking precariously close to categorizing the person in the same class as an office computer or a piece of furniture (Greenwood 2002). In agreement with the sentiments of Greenwood, the department of human resource management from the onset treads very close to violating human rights. The word resource is used to describe the workforce that is expected to realize the goals and objective of an organization. HRM in seeking to adopt a positive ethical approach fails right from the wording that is possessed. Most analyses based on ethics advance assumptions that employees generally have a moral obligation that are positive towards their employers (Greenwood 2002). In agreement with Greenwood, this assumption is unfounded and unrealistic in the sense that many times the only positive obligation that employees have is the motivation of reward according to the schemes used to make payments. In many organizations there is seldom a moral obligation towards one’s employer. The HRM departments should change their mind set especially on unfounded assumptions. They should focus their attention on humanizing this crucial department (Stone 2006). To begin with the opinion of employees should be taken into consideration when making decisions that affect them or bring changes to an organization. HRM is not ethical because it fails to bring any pleasure to any number of people at work; instead it compels and forces people into a managerial regime by manipulation of human behavior that is geared towards the bottom line. This is a theory that opposes the Consequentalism theory advanced by Bentham (Klikauer 2010). In reality it is not possible to satisfy everyone in an organization. A HRM department that operates by considering ethical issues and opinions of the majority in the organization will certainly bring happiness and pleasure to a majority of the people. HRM in unethical because it harms people through low paying grades, sexual harassment, dismissal, failure to stop or prevent bullying at the place of work among other disheartening experiences. The utilitarian theory by Mills that people can do anything they please as long as they do not cause harm to others (Klikauer 2010) is not practically accurate. The failure to gain employment and low paying grades at the place of work are inevitable. As previously stated it is not possible to satisfy everyone who turns up for a job interview. At the place of work, there has to be different job grades because of factors such as education achievement, skills and experience. For this reason the workforce cannot be remunerated equally. The other experiences such as bullying at work or sexual harassment is at times perpetrated by co-workers. The HRM should prevent it from happening but the huge duty lies in work mates to respect and protect one another as well as create working conditions that are favorable to each other. From the foregoing there is no clear cut outlook on the issue of HRM and ethics. Each case is unique and out to be looked at as such. HRM and ethics are two theoretical concepts that are intertwined. Conclusion. There is a need to create a model of employment relationships, as well as human resource management strategies in order to maintain an efficient HRM department. Long term thinking and developing capabilities should be highly encouraged and supported (Banister and Harding 2004). Despite the uncertainty of the future, an organization can be able to sense revolution and change through collecting information about its future endeavors and trends in labor skills and other markets. An organization can similarly obtain the opinion of its work force when effecting changes that might affect their operations or their dealings in the organization. The central function of effective and good human resource management is to preserve the right and proper mix of individuals who have proper skills and abilities to accomplish effectively the work that is required. Effective HRM is also vital to create jobs that are meaningful which are also linked to the mission, goals and objectives of an organization (Bob, Crawford and Grant 1999). The fostering of an organizational culture that offers support and motivation to its staff, establishment of a work atmosphere and environment that is positive and the provision of consistent and fair treatment of all the staff is the end product of good and effective human resource management (Rowley and Jackson 2011). The assumption that every employee has a positive moral obligation toward his or her employer should not be upheld. Employees are individuals who can either help to fulfill the goals and objectives of an organization or can work against the objectives. It is important to realize that employees are not resources but human beings. As previously stated the contribution of HRM and ethics is a contemporary argument. The debate at the moment highlights that HRM’s main concern is to obtain results that are good and those that collaborate with people. It has become an integral and similarly a distinctive aspect of management that concerns itself with the people who work in an organization in relations to the organization at large. HRM combined with ethics helps to attain the highest development among employees, a working relationship that is desirable between the employer and employees, among employees and among the top management of the organization. The two aspects when integrated also help to attain an effective channeling of human resource practices especially when contrasted with the physical resources of the organization. A key component that describes a modern and practical implication of ethics to HRM is through strategic human resource management. It is described as the pattern of planned actions of human resource management that intended to enable an organization to obtain and achieve its goals and objective. This approach involves the incorporation of ethical standards, development and revision of polices of an organization. The process is gradual and adaptive which involves employees and employers. These two parties are expected to have the right attitude and belief. Any corporate or organizational strategy and the alignment of policies of human resource management along the lines of a proper strategy take time. It has been acknowledged that the proper and effective execution of policies of human resource management does not necessarily portray a reflection of a stated policy because of the influence of both political and social processes that make up any given company or organization. It has been passionately stated that among the key challenges of effectively implementing strategic human resource management is compliant or accommodating actions that are not consistent with proper strategy. The effective use of strategy draws us into issues that are fundamental which concern organizations as tools or instruments of collective action, discernment and perception (Collings and Wood 2009). Ethical conducts in the operations and practices of organizations as well as HR procedures are obligations and not a matter of choice for organization. Human resource management is significant to an organization and society at large and this ethics and HRM have to accompany each other. References. Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th Ed.). London: Kogan Page. Banister, R. and Harding, J. (2004). Human Resource Management: An Introduction to the Australian Workplace. Pearson Education, Australia. Bob K., Crawford, J. and Grant, D. (1999). “Barriers to effective HRM”. International Journal of Manpower, 20(8), 494 -516. Collings, D. G. & Wood, G. (2009). Human resource management: A critical approach. London: Routledge. Dessler, G., Griffiths, J. and Lloyd-Walker, B. (2004). Human Resource Management. (2nd Ed.). Sydney: Prentice-Hall. Greenwood, M.R. (2002). Ethics and HRM: “A Review and Conceptual Analysis”. Journal of Business Ethics, 36(3) 261-278. Johnson, R. (2003). “HR must embrace ethics”, People Management, 9(1), 3-9. Klikauer, T. (2010). Critical Management Ethics, Basingstoke (UK): Palgrave. Kramar, R., Bartram, T. & De Cieri, H. (2011) Human Resource Management in Australia- Strategy, People, Performance (4th ed.), Sydney: McGraw-Hill. Rowley, C. & Jackson, K. (Eds.). (2011). Human resource management: the key concepts, New York: Routledge. Stone, R.J. (2006). Managing Human Resources. Sydney: Wiley & Sons. Read More