Ethical orientation of HRM

                    According to De Silva & Opatha (2015) EOHRM is comparatively a new concept and it had not been discussed until very recently. In order to maintain justice towards its stakeholders, an organization should perform its HRM functions ethically (Armstrong 2012). There is an ethical aspect embedded in the HRM functions of an organization (Armstrong 2012). This is to exercise social obligations, or to be involved with the betterment of employees and proceeds ethical decisions towards the requirements of employees and the community. The critical aspect of the ethical dimension of HRM is, „to direct HRM functions ethically, in order to create, enhance and maintain ethicality within employees, in order to make an ethical workforce in the organization. Luthens (2013) conclude that, ethics deals with moral issues and choices, which is connected to right and wrong behavior in decision making.

                 HRM functions have a bigger role to play in this major task. When recruiting new members to the organization, HRM should act considerately to attract, select and hire ethical applicants to the organization as the initial step in developing an ethical staff in the organization. Likewise To accomplish this objective, HRM should consist of ethics screening standards to the Elements of Acquiring, Developing, Retaining and Motivating.

References
Armstrong, M 2012, Armstrong's handbook of management and leadership: developing effective people skills for better leadership and management, Kogan Page Publishers.

De Silva, VA & Opatha, HHDNP 2015, „Role of ethical orientation of HRM in establishing an ethical organizational culture: A literature review and implications‟, In 12th International Conference on Business Management (ICBM). SSRN:http://ssrn.com/abstract=2699792.

Luthans, F 2013, Organizational Behavior: An Evidence-Based Approach, 13th ed., McGraw-Hill/Irwin, New York, NY 10020 

Organizational culture and Employee satisfaction

            

                The organization is a knowingly interconnected social unit form of more than a single individual that concerns on a quite constant basis to accomplish a shared objective or set of objectives (Robbins & Judge, 2012). Employees are the most important resource for any organization to accomplish its goals and objectives. Organizational culture is the distinctive mixture of the ethics that each organization accepts it and it has been assumed as one of the significant core capabilities of an organization. Organizational culture expresses the main and fundamental features of an organization (Barney, 1986). Organizational culture can lead to achieving sustainable competitive gain if that culture is valued, unique, and defectively imitable (Barney, 1986).

                According to Tharp (2009), the concept of sharing, social construction, multidimensional and multileveled along with many cognitive and symbolic strata are common features among the definitions of organizational culture through the years. As he pointed out organizational culture is only developed within groups and associated with each organization with employees’ location, history, working environment, and specific events. Organizational culture has great effects on organizational performance by affecting the psychological conditions of individual employees, working clusters and even the whole organization. Mirjam has found that 35 % of job satisfaction is forecasted by a structural equation model that contains both organizational culture and fellowship.

                According to Kim( 2002), managers’ use of a participative management style and employees' perceptions of participative strategic planning processes are positively associated with high levels of job satisfaction. The study proposes that participative management that combines effective supervisory communications can improve employees’ job satisfaction. In this regard, organizational front-runners in the public sector should emphasize transforming the organizational culture from the traditional pattern of hierarchical structure to participative management and empowerment. Since it is a tough and slow process, it requires a strong commitment, from top-level managers.

References

Barney, B., 1986. Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?. The Academy of Management Review, 11(3), pp. 655-665.

Kim, S., 2002. Participative Management and employee satisfaction, s.l.: DOI: 10.1111/0033-3352.00173.

Mirjam, 2010. Employees commitment. In: an empirical study of banking sector in Islamabad (Pakistan). s.l.:s.n.

Robbins, P. & Judge, A., 2012. Organizational Behavior, USA: Pearson Education.

Tharp, 2009. Organizational Culture. Academy of Management Journal, 49(3), pp. 433-458.