Table of Contents

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: 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
11: Ashly Pinnington and Serkan Bayraktaroglu: Ethical Leadership in Employee Development
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 Margolis, Adam Grant and Andrew 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