Ethical Human Resource Management (HRM) practice
The impact of contextual influences on human resource management and management more generally has been the focus of much scholarly interest.
However, we still know very little about how context impacts on the practice of ethical HRM specifically.
Therefore, drawing on 59 in-depth interviews with HR practitioners in Brazil, Colombia and the UK, this paper theorises how they perceive the ethical dimensions of their roles within their respective national contexts and how the way they act in relation to them is informed, shaped and directed by the institutional context. In doing so it provides an important insight into three key themes: first, the views of HRM practitioners and managers about ethical HRM and how they articulate what it means to be ethical; second, how they respond to perceived ethical dilemmas; and third, how their responses are influenced by institutional forces and associated beliefs, values and scripts.
In addition to providing an ‘emic’ perspective of this increasingly important topic and theorising the experience and practice of ethical HRM, the paper answers calls for more international comparisons of ethical HRM practice in contemporary organisations.
Braga, B.M., de Camargo Oliva, E., de Miranda Kubo, E.K. et al. 2021. An Institutional Approach to Ethical Human Resource Management Practice: Comparing Brazil, Colombia and the UK.