Literature Review Human Resources Essay

This literature review forget seek to research, prove and evaluate two areas in human resource steering (HRM) relating to honest motive and HRM, and Employment relations.Review 1 Ethics and HRMThe study of ethics in Human Relations Management (HRM) seems fraught with a plethora of historical and contemporary theories which seek to find clarity in an ever changing and challenging business environment.This review will identify the altercates faced by human resource professionals in the honouring of duties owed to employees, stakeh obsoleteers, and society in the pursuit of semipermanent wealth creation (Caldwell, Hayes, Bernal and Karri, 2008 153) and will pause that ethical HRM requires an understanding of the theories and principles the organisational will to integrate these into their organisations strategical human resource management (SHRM) and the need to occasion a strategic partner in the management of the organisation.Ethical stewardship smith and Hindman (2007 16) c laim that Most people want to do the right function. This is true in business as well as in life. To consider that this statement has merit, educes that the debate over the theories and principles of ethics in HRM, disregard be seen to provide an understanding of how to achieve the exceed ethical issue of a given situation.Winstanley and Woodall (2006 9) clearly state that Ethical reasoning is the force to draw on relevant theory and examples to make more unadorned the alternative interpretations and responses that could be made to inform decision-making.Caldwell, Truong, Linh and Tuan (2011 178) suggest that the responsibility travel in no small part, to the human resource professionals (HRPs) who must dig the moral perspectives of ethical stewardship and the unique contributions of transformative leadership. Caldwell, et al. (2011) asserts that a key to semipermanent wealth creation is the alignment of the organisations strategic human resource management (SHRM) to their goals, values and priorities coupled with congruent and effective leadership.Smith and Hindman (2007 21) suggest that the challenge for the human resource professional is to determine how to create a pot of employment policies that provide increasing standards of living, fair treatment and adequate note security for employees, while at the corresponding time providing adequate wage for the firm?Reason would suggest that this is not enough. Ethical relativism suggests that morality is comparative to the norms of each individuals culture. Schumann (2001 93) produces an argument that the theory of ethical relativism should be rejected and that it is meaningful to search for universal moral principles. Schumann (2001) asserts that his moral principles framework incorporating five basic ethical rules or principles, would provide managers guidance, whilst pursuing profits. And yet, Winstanley and Woodall (2006) compete that there are still no universally agreed upon ethical framewo rks.Much debate centres on the ethics of organisations human resources. Greenwood, (2002) goes further to suggest concerns regarding the naming of human resources suggesting that this can place staff in the same position as sullenice equipment.Employees are much more that the revolve that turns any organisation. Friedman (2009 229) identifies human capital as the critical value driver of corporate spirit. This reminds us that organisational ethics can impact upon the organisations sexual and external stakeholders.Winstanley and Woodall (20065) provides a strong case for the ethical rearmament of HR professionals, by suggesting practical ways in which the exercise of ethical sensitivity and sensory faculty might become a legitimate reference point aboard the prevalent recourse to arguments justifying the business case, strategic fit and best practice.Mathenge (2011 8) makes the observation that A tension often exists between a companys financial goals and strategies to improv e profits, and ethical considerations with right-behavior concerns.Finally, Smith and Hindman (2007 29) reinforce the important point that Every business decision must watch over along three dimensions it must be operationally effective, legally compliant, and morally defensible.Conclusion Organizations that integrate principles of ethical leadership with a strategic approach to HRM optimize the maximization of values and outcomes and achieve results which pay off long-term (Collins and Clarke, 2003 Caldwell et al, 2011).Friedman (2009 240) sums up this review by stating that by positively impacting a corporations reputation HR managers need to occupy an influential position in the organizational structure, participate in strategic intend and develop efficient organizational practices that are aligned with corporate reputation goals.Review 2 Employment RelationsIntroductionThe implementation of the 2009 delightful last proceed had hoped to usher in a in the buff governmen t of good- credit workplace relations, support for collective handing and vulnerable workers access to enforceable labour rights (Barnes and Lafferty, 2010 1).This literature review will identify the salient changes molded by the 2009 sporting Work doing and suggest that there has been a reduction of managers franchises to make decisions although Australia has not been forced back to the bad old days of conciliation, arbitration and rolling strikes.Neo-liberalismThe advent of the Fair Work Act can be considered to have its foundations in neo-liberalism, which espouses the values of deregulated and competitive food market place providing free market outcomes. Neo-liberalism was considered to have its modest reforms under the Hawke garbage disposal through its 1993 legislation (Michelson, Jamieson and Burgess, 2009 Bray and Underhill, 2009).With the passing of the Coalition governments Workplace Relations Act of 1996 and Workplace Relations Amendment (WorkChoices) Act of 2005, decollectivisation was modernistic by banning compulsory unionism, eliminating legal mechanisms to protect the right of unions to bargain collectively, expanding the availability of non-union agreements and sanctions against unauthorised strikes (Lee and Peetz, 1998).Prior to the election of the Rudd Labour judicature in 2007, Australian union membership had fallen by 27 percent from 46 per cent in 1986 to 19 per cent in 2007 (Australian Bureau of Statistics, 2008).Fair Work ActFar from the hope of a late regime of good-faith workplace relations, The Fair Work Act has been called Work Choices Lite because it has much in common with the legislation it replaced (Barnes and Lafferty, 2010 1 & 5).Rather than overlapping with anti-discrimination legislation, the Fair Work Act provides a new set of general protections against attribute-based conduct by employersto provide a new regime of protection against workplace discrimination (Barnes and Lafferty, 2010 6).Nelson (2009) and Barnes and Lafferty (2010) identify the key features or principles of the Fair Work Act, as A safety net of stripped-down employment conditions Good faith bargaining obligations and rules Unfair dismissal comestible Family life balance The right to have representation Fair legislation and protection for low paid employeesThe Fair Work Act did not return Australia to the unfettered industrial strike action of earlier years. protect industrial action, strikes and work-to-rules by employees would only be supported under the Act, during initiative bargaining, if approved by a majority of employees through a authorisation secret balloting and after first obtaining a secret ballot order (Nelson, 2009).To emphasise this point, Hubbard (2012 18) suggests that there is a large hole in the Fair Work Act that can be found in large scale and intrac gameboard disputes where the the legislation places no pressure on Australian employers to do more than sit politely at the table (surface barg aining). Hubbard (2012 18) states that the right to take protected industrial action is hollow for some groups of workers where A company makes an application to take away workers rights to protected industrial action, by initiating its own industrial action, which it then claims is significantly harming the Australian saving.Hubbard (2012 19) goes on to state on matters of workplace flexibility and managerial prerogative, members of Fair Work Australia (FWA) have been historically reluctant to impose conditions or restraints, especially in economically significant industries, which was highlighted through the Qantas case.ConclusionThe Fair Work Act has been shown to have not returned Australia to conciliation, arbitration and rolling strikes and has been shown in a higher place to have major weaknesses that can be exploited by organisations. arbitration through the Act is limited to last resort arbitration as outlined by the Australian Government Solicitor (2009).I conclude tha t although managerial prerogative has been eroded under the Fair Work Act, specifically through removal of the operational reasons clause, seen to be abused under Work Choices, all managerial options have not been removed. With the implementation of good faith bargaining replacing arbitration, there is a clear indication that HRM imbedded in the guiding principles of the Act, can reinforce ethical HRM.