Strategic Human Resource Management As Ethical Stewardship Literature Reviews

Literature Review

The role of human resource management from a strategic perspective had been a hot topic that is being researched over the past few years. Strategic Human Resource Management (SHRM) had been garnering increased attention by the industry professionals and researchers alike these days, with researchers and HR practitioners stressing upon the aspect of ethical issues being identified as the critical success factor of SHRM. It has also been mentioned by many scholars and practitioners that the strategic focus of the HR system of an organization becomes increasingly effective, when the same is in complete alignment with the mission, vision, structure as well as the values of the organization .
The study conducted by Becker, Gerhart, and Huselid between 1996 and 2006, studied the ethical duties related to various HRM systems and their implementation within an organization, in a rather comprehensive manner . All the studies inferred that proper alignment of the ethical duties with the HR roles and responsibilities along with appropriate implementation of the various HRM systems within an organization have proved to be helping organizations for achieving their complete potential, while also recognizing the various leadership roles that constitute an approach of ethical stewardship towards the various systems and processes of an organization.
Ethical obligations or responsibilities of the practitioners in the HR industry are explored in the study of Payne and Wayland as the authors present varying notions related to the ethical duties of HRM and way they have evolved out of varying values, notions and social constructions of the work relationship. Development programs along with education related to the topic, according to the authors, are deemed to be very helpful in terms of exposing learners to these divergent values as well as assumptions, while also being helpful in developing the ethical change skills that are required for acting more successfully upon the individual moral values and perceived ethical responsibilities.

References

C. Hartel, Y. F. (2007). Human Resource Management: Transforming Theory into Innovative Practice. French Forest: NSW: Pearson Education Australia.
Gerhart, B. B. (1996). Human resources and organizational performance: Progress and prospects. Academy of Management Journal (Special Issue: Human Resources and Organizational Performance), 39(04), 779-801.
Huselid, B. B. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resource Management, 39(04), 53-101.
Huselid, B. E. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, 32(6), 898-925. Retrieved January 27, 2016, from http://markhuselid.com/pdfs/articles/2006_Becker_Huselid_SHRM_JOM.pdf
McKay, P. A. (2007). Racial differences in employee retention: Are diversity climate perceptions the key? Personnel Psychology, 60, 35-62.
Wayland, S. L. (1999). Ethical obligation and diverse values assumptions in HRM. International Journal of Manpower, 20(5), 297-308.

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