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ABSTRACT. Focusing on professional codes of ethics in HR, this article establishes a foundation for understanding the contents of these codes and for future research in this area. Five key professional ethics codes in HRM are analyzed according to six obligations. The resulting characterizations revealed that these codes advocate five principles related to integrity legality, proficiency, loyalty, and confidentiality Particular flaws in code content and implementation are identified with recommendations for addressing them. Also, suggestions for standardizing professional HR codes and for future research are discussed.
Introduction
Human resource (HR) professionals must frequently make and execute decisions with ethical implications (Hosmer, 1987; Rosen and Juris, 1996). Dilemmas involving favoritism in employment, inconsistencies in pay and discipline, sexual harassment, sex and race discrimination, and breaches of confidentially are among their most serious problems (CCH/SHRM, 1991; Wiley, 1993). These problems also are difficult to resolve (CCH/SHRM, 1991; Wiley, 1993; Brumback, 1991; Caccese, 1997), mainly because they are complex and characterized by ambiguity (Pastin, 1986).
Nevertheless, many businesses give the HR department a key leadership role in establishing and maintaining their ethics programs (Driscoll and Hoffman, 1998; Edwards and Bennett, 1987; Kirrane, 1990; Berenbeim, 1991; CCH/SHRM, 1991; Wiley, 1993). A recent publication of the Ethics Resource Center showed that significant numbers of HR practitioners across all major industry sectors in the U.S.A. are active in areas involving ethics. These include providing sources of ethics information and advice (Perry, Bennett and Edwards, 1990) as well as taking the lead in developing and implementing ethics initiatives (Driscoll and Hoffman, 1998).
Results from focus groups and national surveys of HR managers indicate their willingness to make the HR department the organizational locus of responsibility for ethical behavior at work (Petrick, 1992; CCH/SHRM, 1991; Wiley, 1993). In many corporations, HR managers conduct management-level or companywide ethics awareness programs. These companies encourage employees to approach HR with problems that cannot be taken to a supervisor. Ethics hotlines, ombudspersons, and ethics officer positions are frequently staffed by HR personnel (Edwards and Bennett, 1987; Driscoll and Hoffman, 1998). In addition, HR managers work with senior managers to ensure that their conduct is aligned with the company's ethics codes (Edwards and Bennett, 1987), and with other employees to make sure they fully understand the repercussions...