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  1. (1 other version)The ethics of talent management.Stephen Swailes - 2012 - Business Ethics: A European Review 22 (1):32-46.
    Organisational approaches to talent management are often concerned with the ways that a small proportion of relatively high‐performing employees are identified and managed in relation to the majority. Despite a growing literature on talent management, no papers have provided any guidance on how to evaluate it from an ethical standpoint. After considering what is meant by talent, this paper considers the ethical issues that arise from the operation of talent management programmes. These considerations are then used to create a framework (...)
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  • (3 other versions)Corporate social responsibility and employee commitment.Jane Collier & Rafael Esteban - 2007 - Business Ethics 16 (1):19-33.
    Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ‘buy-in’. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms (...)
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  • Exploring Employee Engagement with Social Responsibility: A Social Exchange Perspective on Organisational Participation.R. E. Slack, S. Corlett & R. Morris - 2015 - Journal of Business Ethics 127 (3):537-548.
    Corporate social responsibility is a recognised and common part of business activity. Some of the regularly cited motives behind CSR are employee morale, recruitment and retention, with employees acknowledged as a key organisational stakeholder. Despite the significance of employees in relation to CSR, relatively few studies have examined their engagement with CSR and the impediments relevant to this engagement. This exploratory case study-based research addresses this paucity of attention, drawing on one to one interviews and observation in a large UK (...)
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  • Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality.Hongwei He, Weichun Zhu & Xiaoming Zheng - 2014 - Journal of Business Ethics 122 (4):681-695.
    Workplace procedural justice is an important motivator for employee work attitude and performance. This research examines how procedural justice affects employee engagement. We developed three propositions. First, based on the group engagement model, we hypothesized that procedural justice enhances employee engagement through employee organizational identification. Second, employees with stronger moral identity centrality are more likely to be engaged in their jobs. Third, procedural justice compensates for the effect of moral identity centrality on employee engagement. Specifically, when procedural justice is higher, (...)
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  • Fairness and the main management theories of the twentieth century: A historical review, 1900–1965.Harry J. Van Buren - 2008 - Journal of Business Ethics 82 (3):633-644.
    Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency helped legitimize the (...)
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  • Ethics and HRM: A review and conceptual analysis. [REVIEW]Michelle R. Greenwood - 2002 - Journal of Business Ethics 36 (3):261 - 278.
    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 (...)
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  • (3 other versions)Corporate social responsibility and employee commitment.Jane Collier & Rafael Esteban - 2007 - Business Ethics, the Environment and Responsibility 16 (1):19–33.
    Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ‘buy-in’. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms (...)
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  • (1 other version)The ethics of talent management.Stephen Swailes - 2012 - Business Ethics, the Environment and Responsibility 22 (1):32-46.
    Organisational approaches to talent management are often concerned with the ways that a small proportion of relatively high-performing employees are identified and managed in relation to the majority. Despite a growing literature on talent management, no papers have provided any guidance on how to evaluate it from an ethical standpoint. After considering what is meant by talent, this paper considers the ethical issues that arise from the operation of talent management programmes. These considerations are then used to create a framework (...)
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  • The Association of Individual Spirituality on Employee Engagement: The Spirit at Work.Richard A. Roof - 2015 - Journal of Business Ethics 130 (3):585-599.
    Employee engagement and spirituality have both been the focus of increasing interest by researchers and practitioners, and both are still early stage theories with ill-defined constructs and definitions. Emergent empirical work related to engagement and spirituality has supported the promise of improving both organizational performance and employee conditions. Responding to the call by theorists to examine engagement antecedents and specifically, the relationship between spirituality and employee engagement, a cross-sectional study was performed to examine self-reported individual spirituality as measured by the (...)
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  • Fairness and the Main Management Theories of the Twentieth Century: A Historical Review, 1900–1965.Harry Buren - 2008 - Journal of Business Ethics 82 (3):633-644.
    Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency helped legitimize the (...)
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  • Ethics, Values, and Organizational Justice: Individuals, Organizations, and Beyond.Marshall Schminke, Anke Arnaud & Regina Taylor - 2015 - Journal of Business Ethics 130 (3):727-736.
    This paper seeks to advance our thinking about values and justice by studying the relationship between these constructs at the organizational level. We hypothesize that collective perceptions of moral values in organizational settings will influence collective perceptions of justice. Survey results from 619 individuals in 108 departments strongly support our hypothesis that collective values influence perceptions of both procedural and overall justice climate. We discuss these results, and their implications for thinking about relationships between moral values and justice at even (...)
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  • Is Fair Treatment Enough? Augmenting the Fairness-Based Perspective on Stakeholder Behaviour.Sefa Hayibor - 2017 - Journal of Business Ethics 140 (1):43-64.
    Fairness and justice are core issues in stakeholder theory. Although such considerations receive more attention in the ‘normative’ branch of the stakeholder literature, they have critical implications for ‘instrumental’ stakeholder theory as well. In research in the instrumental vein, although the position has seldom been articulated in significant detail, a stakeholder’s inclination to take action against the firm or, conversely, to cooperate with it, is often taken to be a function of its perceptions concerning the fairness or unfairness of the (...)
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  • Mid-Management, Employee Engagement, and the Generation of Reliable Sustainable Corporate Social Responsibility.Lynn Godkin - 2015 - Journal of Business Ethics 130 (1):15-28.
    This paper explains how middle managers might enlist ethically engaged employees into the production of reliable, sustainable CSR. An accompanying model illustrates how those managers can encounter employee engagement in CSR and channel their enthusiasm effectively. It presents factors scaffolding organizational support for employee engagement and how they relate to the intensity of that engagement. It introduces the importance of employee voice and illustrates how associated signals might be captured.
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  • Situational determinants of software piracy: An equity theory perspective. [REVIEW]Richard S. Glass & Wallace A. Wood - 1996 - Journal of Business Ethics 15 (11):1189 - 1198.
    Software piracy has become recognized as a major problem for the software industry and for business. One research approach that has provided a theoretical framework for studying software piracy has been to place the illegal copying of software within the domain of ethical decision making assumes that a person must be able to recognize software piracy as a moral issue. A person who fails to recognize a moral issue will fail to employ moral decision making schemata. There is substantial evidence (...)
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  • Leadership, Pragmatism and Grace: A Review.Mike Thomas & Caroline Rowland - 2014 - Journal of Business Ethics 123 (1):99-111.
    Leadership takes a central role in the public affairs agenda. This article is a review of published works on leadership focusing on the concept of grace. It discusses the role of compassion and kindness in current leadership theory and practice and whether these attributes have value in sustainable models. Findings indicate that there is conceptual confusion regarding the definition of compassion and its application in leadership practices. Kindness is not discussed within the concept of compassion and kindness itself may be (...)
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  • Fairness and the Main Management Theories of the Twentieth Century: A Historical Review, 1900–1965. [REVIEW]Harry J. Van Buren Iii - 2008 - Journal of Business Ethics 82 (3):633-644.
    Although not always termed “organizational justice,” the fairness of organizations has been a consistent concern of management thinkers. A review of the 1900–1965 time period indicates that management theorists primarily conceptualized organizational justice in utilitarian terms, although each theory emphasized distributive and procedural justice to different degrees. There is clearly a need for contemporary scholars to consider non-economic rationales for organizational justice, but the willingness of earlier scholars to make utilitarian arguments about organizational justice and productive efficiency helped legitimize the (...)
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  • The Joint Effects of Justice Climate, Group Moral Identity, and Corporate Social Responsibility on the Prosocial and Deviant Behaviors of Groups.Meghan A. Thornton & Deborah E. Rupp - 2016 - Journal of Business Ethics 137 (4):677-697.
    Pulling from theories of social exchange, deonance, and fairness heuristics, this study focuses on the relationship between overall justice climate and both the prosocial and deviant behaviors of groups. Specifically, it considers two contextual boundary conditions on this effect—corporate social responsibility and group moral identity. Results from a laboratory experiment are presented, which show a significant effect for overall justice climate and a two-way interaction between overall justice climate and CSR on group-level prosocial and deviant behaviors, and a marginally significant (...)
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