Human Resource Management

Ashly Pinnington, Robert Macklin, Tom Campbell: Introduction: Ethical Human Resource Management Part I Situating Human Resource Management 1: Gill Palmer: Socio-Political Theory and Ethics in HRM 2: Karen Legge: The Ethics of HRM in Dealing with Individual Employees without Collective Representation 3: David E Guest: HRM and Performance: Can Partnership Address the Ethical Dilemmas? 4: Peter Boxall and John Purcell: Strategic Management and Human Resources: The Pursuit of Productivity, Flexibility, and Legitimacy 5: Breen Creighton: Ethical Employment Practices and the Law 6: Adrian Walsh: HRM and the Ethics of Commodified Work in a Market Economy Part II Analysing Human Resource Management 7: Michelle Greenwood and Helen De Cieri: Stakeholder Theory and the Ethics of HRM 8: Lynne Bennington: HR Managers as Ethics Agents of the State 9: David Ardagh: The Ethical Basis for HRM Professionalism and Codes of Conduct 10: Ashly Pinnington and Serkan Bayraktaroglu: Ethical Leadership in Employee Development 11: Michael I. Reed: Engineers of Human Souls, Faceless Technocrats or Merchants of Morality?: Changing Professional Forms and Identities in the Face of the Neo-Liberal Challenge 12: Tom Sorrell: Ethics and Work in Emergencies: the UK Fire Service Strike 2002-3 Part III Progressing Human Resource Management 13: Tony J. Watson: HRM, Ethical Irrationality and the Limits of Ethical Action 14: Joshua D. Margolis, Adam M. Grant, and Andrew L. Molinsky: Expanding Ethical Standards of HRM: Necessary Evils and the Multiple Dimensions of Impact 15: Ken Kamoche: Strategy, Knowledge, Appropriation and Ethics in HRM 16: Rob Macklin: The Morally Decent HR Manager Tom Campbell, Ashly Pinnington, Rob Macklin, and Sheena Smith: Conclusion