Human resource management practice I also available by michael armstrong

The ethical role of HR

Legge  (1998:  20–21)  commented  that:  ‘In  very  

general  terms  I  would  suggest  that  the  experience  

of  HRM  is  more  likely  (but  not  necessarily)  to  

be viewed positively if its underlying principles are 

ethical.’ HR professionals have a special responsi-

bility  for  guarding  and  promoting  core  values  in  

 

●

What are the known facts about the situation 

and is it possible that there are facts or 

circumstances that have not come to light, and 

if so what can be done to uncover them?

 

●

In disciplinary or conduct cases, to what extent 

does the conduct contravene the organization’s 

code of ethical conduct (if one exists) or any 

other relevant organizational policy guidelines 

and rules?

 

●

In disciplinary cases, are there any mitigating 

circumstances?

 

●

Have different versions or interpretations of the 

facts and circumstances been offered and, if so, 

what steps can be taken to obtain the true and 

full picture?

 

●

Do the facts as established and confirmed 

justify the proposed action?

 

●

Is the proposed action in line with both the letter 

and the spirit of the law?

 

●

Is the proposed action and any investigations 

leading to it consistent with the principles of 

natural, procedural or distributive justice?

 

●

Will the proposed action benefit the 

organization and if so how?

 

●

Is there any risk of the proposed action doing harm 

to the organization’s reputation for fair dealing?

 

●

Will the proposed action be harmful to the 

individual affected or to employees generally in 

any way and if so how?

Checklist – dealing with ethical issues

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