After I Graduate I Would Like To Become A Human Resources Ma

After I Graduate I Would Like To Become A Human Resources Manager Th

After I graduate, I would like to become a Human Resources Manager. The Human Resource Management (HRM) field defines ethics, “as rules of conduct or moral principles that guide individual or group behavior. The focus in business ethics is on awareness of organizational values, guidelines and codes, and behaving within those boundaries when faced with dilemmas in business or professional work. HR professionals are in a strategic position to ensure that their organizations maintain cultures that demand ethical behavior. Many serve as the primary ethics resource in their organizations and are involved in formulating ethics policies” (SHRM, 2023).

This definition of ethics relates to Fiddler and Marienau’s Events model. To be a successful Human Resources Manager, an individual must be able to learn from the different challenges they will face. The stages of the Events Model are the elements that I believe prompt more ethical decisions. Ethics in HRM requires people to follow rules and respect boundaries in a professional setting. These stages will not only help encourage these behaviors, but they will also promote new learning through the process of reflection. These stages of the Events Model are event, feedback, attention, experience, reflection, and new learning.

Paper For Above instruction

The journey to becoming a Human Resources (HR) Manager is motivated not only by a desire to manage organizational personnel but also by a commitment to uphold ethical standards within the workplace. Ethical conduct is fundamental in HR, where professionals influence organizational culture, employee relations, and legal compliance. This paper explores the significance of ethics in HR management, the application of Fiddler and Marienau’s Events model in promoting ethical decision-making, and the practical implications for aspiring HR managers.

The Role of Ethics in Human Resources Management

Ethics in HRM refers to the moral principles that guide HR professionals’ behavior in the workplace. As observed by the Society for Human Resource Management (SHRM, 2023), HR professionals are strategic actors in shaping organizational culture—ensuring that ethical standards are embedded within policies, practices, and daily interactions. Their position necessitates a keen awareness of organizational values, compliance with legal norms, and the capacity to make morally sound decisions amidst complex dilemmas.

The importance of ethics in HR extends beyond mere compliance; it fosters trust, enhances employee engagement, mitigates risks, and sustains the organization's reputation. Ethical HR practices demand integrity, fairness, confidentiality, and respect for diversity. For example, fair hiring practices, transparent communication, and respectful conflict resolution exemplify these principles. Moreover, HR managers often serve as the ethical compass of their organizations, guiding leadership and staff toward morally responsible behaviors.

Fiddler and Marienau’s Events Model and Ethical Decision-Making

The application of theoretical models such as Fiddler and Marienau’s Events model enhances our understanding of how professionals navigate ethical challenges. Their model delineates a cycle comprising several stages: event, feedback, attention, experience, reflection, and new learning. These stages facilitate a structured approach to ethical decision-making, emphasizing continual learning and adaptation.

The ‘event’ stage marks the occurrence of an ethical dilemma or situation that demands attention. Recognizing such events is critical for ethical behavior, as it triggers awareness of moral considerations. ‘Feedback’ involves gathering information and perspectives from various sources, which broadens understanding and ensures that decisions are well-informed. ‘Attention’ requires deliberate focus on ethical issues, avoiding complacency or distraction.

‘Experience’ pertains to the personal or organizational encounters with similar situations, informing future choices. ‘Reflection’ allows individuals to analyze their responses, consider alternative actions, and assess outcomes. This introspective process is vital for developing ethical sensitivity and moral judgment. ‘New learning’ signifies the insights gained, which can be integrated into future behaviors and organizational policies.

Implications for Aspiring HR Managers

For those aspiring to become HR managers, integrating the principles of ethics and the stages of the Events model into their practice is crucial. Developing ethical decision-making skills involves cultivating self-awareness, fostering open communication, and encouraging organizational reflection on moral issues. Training programs and ethical codes serve as foundational tools to support these endeavors.

Furthermore, HR managers must promote a culture of ethical awareness that empowers employees to voice concerns and participate in ethical practices. Regular reflection sessions, ethics workshops, and feedback mechanisms can reinforce this culture. For instance, establishing anonymous reporting channels enables employees to raise ethical concerns without fear of retaliation.

Conclusion

Becoming an HR manager entails a profound responsibility to uphold organizational ethics and foster a morally responsible workplace environment. The integration of ethical principles with models like Fiddler and Marienau’s Events model provides a systematic approach for navigating complex moral dilemmas. By recognizing ethical events, seeking feedback, focusing attention, reflecting critically, and generating new learning, future HR professionals can enhance their decision-making capabilities and contribute to organizational integrity. In my journey toward becoming an HR manager, I am committed to continuous ethical development and reflective practice to serve my organization and its stakeholders responsibly.

References

Society for Human Resource Management (SHRM). (2023). Ethics in HR. https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/pages/ethics.aspx

Fiddler, G.O., & Marienau, C. (2018). Facilitating Learning in Higher Education: A Reflective Approach. Jossey-Bass.

Crane, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford University Press.

Bowen, S.A., & Black, M. (2019). Ethical Leadership in Human Resources. Journal of Business Ethics, 154(2), 319-331.

Weber, J., & Gillespie, J. (2011). Human Resource Management: Critical Perspectives on Business and Management. Sage Publications.

Trevino, L.K., & Nelson, K.A. (2017). Managing Business Ethics: Straight Talk about How to Do It Right. Wiley.

Kidder, R.M. (2005). How Good People Make Tough Choices: Resolving the Dilemmas of Ethical Living. HarperOne.

Northouse, P.G. (2018). Leadership: Theory and Practice. Sage Publications.

Thompson, L. (2015). Making Promises: A Guide to Managing Ethical Dilemmas. Palgrave Macmillan.

Johnson, C.E. (2014). Meeting the Ethical Challenges of Leadership. SAGE Publications.