In these fifteen essays, one Of Germany's most distinguished philosophers of history invokes an extraordinary array of witnesses and texts to explore the concept of historical time. The witnesses include politicians, philosophers, theologians, and poets, and the texts range from Renaissance paintings to the dreams of German citizens in the 1930s. Using these remarkable materials, Koselleck investigates the relationship of history to language, and of language to the deeper movements of human understanding.Reinhart Koselleck is Professor of the Theory of History (...) at the University of Bielefeld. (shrink)

Taking a fundamentally critical approach to the subject of business ethics, this book deals with the traditional material of ethics in business, as well as introducing and surveying some of the most interesting developments in critical ethical theory which have not yet been introduced to the mainstream. Including chapters on different philosophical approaches to ethics, this is a highly structured and clearly written textbook, the first book of its kind on this often neglected aspect of business.

This paper reviews and develops the ethical analysis of human resource management (HRM). Initially, the ethical perspective of HRM is differentiated from the "mainstrea" and critical perspectives of HRM. To date, the ethical analysis of HRM has taken one of two forms: the application Kantian and utilitarian ethical theories to the gestalt of HRM, and the application of theories of justice and fairness to specific HRM practices. This paper is concerned with the former, the ethical analysis of HRM in its (...) entirety. It shows that numerous theoretical shortcomings exist, least of which is the disregard of stakeholder theory. These deficiencies are explored and, as such, the analysis is advanced. It is argued that such ethical analysis is outside the scope of the modern corporation. A third way in which ethics may be applied to HRM is suggested. Ethical concerns are used as a basis to develop minimum standards against which HRM, in its various guises and practice, may be evaluated. Yet, even when judged by these standards, HRM is seriously lacking. This begs the question, not of whether HRM is ethical, but of whether HRM can be ethical. (shrink)

This book provides essential reading for anyone with an academic or professional interest in business ethics today.

This groundbreaking study explores the ways young Americans today understand right and wrong, how they think out their morality, and how they live it out. It describes contrasting ethical styles in the biblical, utilitarian, and personalist traditions of our culture; first, as they structured the conflict between mainstream and counterculture during the 1960s, and second, as they have shaped the transformation of these values in new religious movements since the early 1970s. Coupling descriptive ethics with interpretive sociology, this study pursues (...) biography and moral dialogue with sixties youth who participated in a charismatic Christian sect, a Zen Buddhist meditation center, and a human potential organization (est). It shows the significance of these movements for the adherents' changing ideas of their own identity; their relationships, sex roles, courtship, and marriage; and their politics and vision of society. It analyzes the cultural logic and the social location of their ideas, which break down, recombine, and find renewal in the course of conversion. (shrink)

Presented alongside these seminal essays are aphoristic fragments from Simmel’s last journal, providing a beguiling look into the mind of one of the twentieth century’s greatest thinkers.

This discussion reviews begins with a review of the uses to which Foucault's thought has been put in the study of human resource management, going on to consider - and to reject - a number of major criticisms of Foucault and Foucauldian studies of human resource management. Yet there remains much in Foucault's project that we seem often to ignore. Accordingly, the discussion considers the question of the articulation between Foucault's intellectual work and the practical, political spheres. Foucault conceives his (...) own critical intellectual practice as part of a way of life analogous to the classical conception of an ethos. Adopting a loose and critical relationship to Foucault, the argument of the paper is that Foucault's ethos demands further attention as the possibilities for more practical and engaged forms of critical intellectual work have begun to be debated in management studies. (shrink)

Whilst there is a growing volume of literature exploring the ethical implications of organisational change for HRM and the ethical aspects of certain HRM activities, there have been few published U.K. studies of how HR managers actually behave when faced with ethical dilemmas in their work. This paper seeks to enhance the foundations of such knowledge through an examination of the influence of organisational values on the ethical behaviour of Human Resource Managers within a sample of charities in the U.K. (...) and the Republic of Ireland. A qualitative research design is adopted utilising semi-structured interviews. Findings highlight ethical inconsistency in people management in the charity sector arising from the clear application of strong and explicit organisational values to external client groups but their limited influence on people management strategies and practices within the organisation. Many of the ethical issues faced by HRM professionals in both countries arise from this inconsistency. In their handling of ethical dilemmas, the HRM professionals exhibit a combination of a care ethic and a concern for justice but it is also clear that in situations of management intransigence, a desire to be conscience driven often gives way to a contingent approach. Whilst respondents considered it inappropriate for the HRM function to be the conscience of the organisation, it is seen to have a key role in providing management with advice on ethical action. However, the ability of HRM to influence ethical behaviour is highly dependent on the status of the function within the organisation. (shrink)