7.1: HRD pro.
responsibility for the development of ethical behaviour among an organisation’s
employees (Valentine et al., 2013).
7.2: Ardichvili
and Jondle (2009) suggest that HRD practitioners have a role to play in
ensuring ethical considerations are also brought into consideration in making
business decisions and that ethical costs, benefits and risks are fully
considered.
7.3: Ethics
can be considered in respect of the codes of conduct that guide the HRD work.
7.4: Box
5.3: The Society for Human Resource Management (SHRM) Code
7.5: Ciulla
(2004) highlights the various ways in which leadership ethics emerge:
a) The ethics of means: What do leaders do or use to motivate others to obtain their goals?
b) The ethics of person: What are leaders’ personal ethics, values or beliefs? How do these relate to the goals of the function or organisation?
c) The ethics of ends: What is the ethical value of a leader’s accomplishments? Do the ends justify the means? How might this be assessed?
7.6: HRD
interventions whether they be designed to address areas of individual behaviour
(Coaching or mentoring context).
7.7: HRD
interventions (ADHD)
Resources: Ethical considerations for HRD professionals
