INTRODUCTION 17employees engaging in the creation and utilization of knowledge the asym-
metric power relations favour the organization’s side of the bargain and thus
remain unresolved. This, therefore, presents a challenge for management to
reconsider the appropriation process and offer stronger incentives for people
willing to share and develop their knowledge.
Chapter 16 by Rob Macklin (The morally decent HR manager) is addressed
to HR managers who wish to promote ethical decision-making. Macklin dis-
tinguishes: (a) the moral dimensions of the HR manager’s role, (b) principles
and advice on HR decision-making, and (c) influences and constraints on HR
managers intending to be ethical in their work. His research shows that HR
managers report that moral conflicts are frequent and they find it hard to
ensure just and moral processes in their organizations. HR managers often
say they lack formal influence and position in their organizations, although
they still can wield a positive influence. Four frequently mentioned ways that
HR managers gain influence, found in Macklin’s interview research are: cap-
italizing on their acknowledged expert role in people management decisions,
packaging agendas and messages in acceptable language, applying effective
interpersonal skills, and maintaining a high level of credibility.
Drawing on the work of Agnes Heller, the overall line of argument of
this chapter is that morality is grounded in the existence of ‘decent’ people.
Macklin summarizes their condition as follows: ‘Thus, morality exists because
decent people exist and decent people exist because they have made an existen-
tial choice to suffer wrong if faced with the alternative of committing wrong.’
Building on writers, such as Habermas, interested in the role of discourse
and communicative competence, Heller emphasizes the role of discussion in
making moral decisions since modern societies are characterized by a pluralist
diversity of norms and values. In Heller’s opinion, our freedom for moral
choice is to an extent constrained by the moral norms of our contemporary
community but it is not so determined that we are unable to reflect, resist,
and change them. Macklin proposes that calls for ethically based action are
more likely to be perceived positively by managers when they appeal to a
normative concept of a decent person acting within the community rather
than those generated by more abstract principles of moral philosophy such as
transcendental reason, an ideal speech act, or hypothetical discussion behind
aveilofignorance.
More ethical HRM?
These brief synopses indicate the basic themes of the chapters but not the rich
substance of their analyses and recommendations. Each makes an important