1

ETHICAL ISSUES IN
INTERNATIONAL
HUMAN RESOURCE
MANAGEMENT

Introduction

Hosmers Framework of Ethical

Management
Recognize
the Moral
Impacts

Propose a
Moral
Solution

State the
Moral
Problem

Determine
the
Economic
Outcomes

Evaluate the
Ethical
Duties

Consider the
Legal
Requirement
s

Who is going to be
Benefited and What
benefit is Expected?

Recognize the
Moral Impacts

Who is going to be
harmed, nature of the
harm?
Who will have right to
take Action?

Whos rights will be

denied?

Hosmers Framework of Ethical

Management
Recognize
the Moral
Impacts

Propose a
Moral
Solution

State the
Moral
Problem

Determine
the Economic
Outcomes

Evaluate the
Ethical Duties

Consider the
Legal
Requirements

Hosmers Framework of Ethical

Management
Recognize
the Moral
Impacts

Propose a
Moral
Solution

State the
Moral
Problem

Determine
the
Economic
Outcomes

Evaluate the
Ethical
Duties

Consider the
Legal
Requirement
s

Hosmers Framework of Ethical

Management
Recognize
the Moral
Impacts

Propose a
Moral
Solution

State the
Moral
Problem

Determine
the Economic
Outcomes

Evaluate the
Ethical Duties

Consider
the Legal
Requiremen
ts

Hosmers Framework of Ethical

Management

Recognize
the Moral
Impacts

State the
Moral
Problem

Determine
the Economic
Outcomes

Propose a
Moral
Solution

Evaluate
the Ethical
Duties

Consider the
Legal
Requirements

Six
Universal
Rules

Personal Virtues
Religious
Injunctions
Utilitarian
Benefits
Universal Rules
Distributive
Justice
Contributive
Liberty

Hosmers Framework of Ethical

Management
Recognize
the Moral
Impacts

Propose a
Moral
Solution

10

State the
Moral
Problem

Determine
the Economic
Outcomes

Evaluate the
Ethical Duties

Consider the
Legal
Requirements

HIGH PERFORMANCE
MANAGEMENT SYSTEMS

11

Being Global Successfully mean Being

Competitive throughout the world
Responsive locally
Flexible
Efficient
Transferring knowledge

Seven specific management practices 12

of high performance management
systems

Employment Security

13

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

Employment Security

14

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

Employment Security

15

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

Employment Security

16

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

Employment Security

17

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

Employment Security

18

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

Employment Security

19

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

Employment Security

20

Selective Hiring of New Personnel

Self-Managed Teams and Decentralized Decision-Making
Comparatively High Compensation Contingent Upon Organization
Performance
Training
Reduced Status Distinctions and Barriers
Sharing Information

21

M Atif Durrani
BB-09-77

ETHICAL MANAGEMENT IN
INTERNATIONAL HRM
International

organizations that treat

employees as valued ends rather than
simply as a means to increased
profitability will be more successful in
increasing long-term profitability than
organizations that treat their employees
simply as a means to achieving
profitability.

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ETHICAL MANAGEMENT IN
INTERNATIONAL HRM

P2: International organizations that fail to properly

train expatriate candidates and their families for
international assignments and fail to prepare both
the company and the expatriate for the return from
their assignment will see a higher percentage of
expatriates leave the company and will be less
profitable than companies that carefully train
expatriates and their families and establish a wellcrafted career path for the expatriate upon her/his
return.

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ETHICAL MANAGEMENT IN
INTERNATIONAL HRM

P3: International organizations that create

employee involvement programs and treat
employees as valued ends rather than simply
as means to achieve increased profitability
have employees that demonstrate greater
commitment and generate a higher level of
profits than organizations that do not create
such employee relationships.

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ETHICAL MANAGEMENT IN
INTERNATIONAL HRM

P4: International organizations that create

human resource systems which share
information with employees and that treat
employees justly are more profitable than
organizations which do not create such
systems and that do not share information.

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ETHICAL MANAGEMENT IN
INTERNATIONAL HRM

P5: International organizations that create

human resource systems which train
employees effectively, particularly in skills that
will enable those organizations to create high
performance work systems, are more profitable
than organizations which do not create such
human resource systems and that do not
invest in employee training.

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It is no longer possible
manage
organizations that must
respond intelligently, quickly, and efficiently to technological,
product, market, process, or customer changes on a
command-and-control basis. Innovation is required, but
corporate managers cannot command innovation.
Cooperation is essential, but corporate managers cannot
control cooperation. Something more is needed, and that
something more: is the trust, commitment, and effort tha
comes from moral management.

CONCLUSION

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