Teaching Human Resource Management
Show Less

Teaching Human Resource Management

An Experiential Approach

Edited by Suzanne C. de Janasz and Joanna Crossman

Filled with over 65 valuable case studies, role plays, video-based discussions, simulations, reflective exercises and other experiential activities, Teaching Human Resource Management enables HR professors, practitioners and students at all levels, to engage and enhance knowledge and skills on a wide range of HR concepts. This book breathes life into the teaching of Human Resource Management and readers will be able to better relate theoretical concepts to workplace decisions and dilemmas.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 2: Ethics/corporate social responsibility

Robyn Berkley, Lynn Bowes, Stacie Chappell, Suzanne C. de Janasz and Jason Myrowitz

Abstract

In theory, the golden rule should apply to the way in which humans are treated by other humans: Do unto others as you would want them to do unto you. In practice, however, this concept is affected by differences in values, culture, belief systems, and the unequal distribution of power. The expectation that workers are treated fairly, and with respect, is occasionally violated in organizations. Over the years, these violations have been debated, and developed into laws which are intended to protect the parties bound by an employment contract (discussed in the next chapter). Beyond law and legislative acts, there are expectations for ethical and socially responsible behavior, however these expectations are difficult to define – within a culture and, even more so, across different cultures. However, students of HR should be able to understand and apply frameworks for determining the degree to which behavior of individuals and organizations is ethical and socially responsible. The exercises contained in this chapter – ranging from a case on ethics in HR policy to a reflective exercise on how it feels to act in a socially responsible manner – offer students opportunities to apply frameworks to a variety of situations.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.