Abstract
Due to its impact on business operations and success, implementing ethics and values in human resource management (HRM) warrants an in-depth analysis. The organization’s adherence to the set code of conduct fosters values common to everyone, strengthening employee loyalty and boosting organizational effectiveness. A meticulous ethical framework might be created to specify fundamental principles and direct employees’ ethical behavior. Regarding ethics and values in HRM, there are two competing perspectives, depending on whether a firm is more concerned with profitability or moral behavior. Organizations looking for long-term success use the former method, while a short-term firm often uses the latter. The compatibility of ethics with Christian ideals can be shown when viewing the challenges from a biblical perspective. By establishing the fundamental practices and procedures of organizations, the issue of ethics and values in human resource management plays a crucial part in contemporary public administration.
Introduction
Public administration has been established to serve different communities and positively impact them from a legislative, policy, and socioeconomic perspective. However, for the field to successfully operate within the paradigm of the common good, it is essential to consider the internal environment that ultimately compromises or maximizes potential successes. Human resource, in particular, is a significant driver for achieving organizational goals as well as minimizing barriers within the internal environment of the institutions. On the other hand, the workforce is not to be considered from the viewpoint of singularities collaborating yet maintaining individual approaches to specific organizational values and ethics. Thus, effective HR management is a mediator between personal and corporate aims. In this paper, HR management will be considered from organizational ethics and values. The Bible perspective will be combined with a legal framework concerning performance management, work discrimination, employee retention, and separation.
Background
For the ethics and values in public administration to be exemplified and reflected upon, it is essential to consider current HR management practices from the perspective of corporate aims. HR management is a field aiming to maximize human resources based on the company’s overall goals. The goals may differ based on the structure itself, from humanitarian ones linked to non-profit initiatives and monetary ones in the case of major corporations. Nonetheless, public and private institutions implement various policies, guidelines, and interventions to achieve objectives. One of the ways in which HR is managed is through internal changes (Al-Tarawneh, 2020). For example, researchers mention employing a specific organizational culture to create work conditions for team members (Al-Tarawneh, 2020). Corporate culture relates to the orientations within a company, including how employees approach colleagues, tasks, innovation, and customers. Indeed, a company’s culture cannot interfere with the legislative background of the country or state in which it operates. However, the initiative addresses more than the legal prohibitions of specific actions. Thus, it is considered a collection of traits composed of what the business is willing to portray within the internal environment rather than merely a set of regulations.
The legal framework is undoubtedly crucial in an organization’s internal and external environment. Thus, just as a company is legally prohibited from forming a market monopoly by suppressing competitors, the same organization cannot engage in unlawful behavior in its internal environment. However, merely adopting a judicial system to manage human resources does not address all potential barriers and limitations. Both employers and employees benefit from implementing a set of organizational traits associated with the company. For example, researchers highlight that leaders can create circumstances in which new team members are integrated relatively easily through a strong culture they adhere to (Postolov et al., 2019). At the same time, employees perceive the policies as means of protecting rights and insurance regarding the just and non-discriminatory manner in which they are treated in the work environment. This is the reason why professionalism is insisted on in any work setting.
Professionalism is explicitly addressed by implementing a set of ethical norms and rules that cannot be directly mentioned in legal frameworks. For example, a conflict within an organization facilitated by a specific employee must be adequately addressed by considering moral norms. Thus, in an organization where measures are taken considering ethics and values, conflicts are avoided through prevention or confrontation by employees and leaders. Professionalism is one of the critical aspects of a workplace employees associate ethics and values with (Kreismann & Talaulicar, 2020). It can be illustrated that individuals employing a professional approach based on morals effectively minimize barriers like internal conflicts, job dissatisfactions, and request challenges.
The issue’s background, while linked to legal, social, and cultural elements, is rooted in the Christian worldview. A verse that portrays the approach is “From everyone who has been given much, much will be demanded” (New International Version, 1973, Luke 12:48). This does not necessarily correlate with overwork and burnout from being assigned various tasks. Indeed, the verse reflects the idea that an organization that thinks about employee well-being through the installment of ethics and values is more likely to have hard-working, efficient, and motivated team members.
Performance Management
As mentioned, performance management does not directly correlate with organizational ethics and values in public administration. However, the interconnection of the two elements will be further reflected upon from a legal and cultural perspective. Like all organizational processes, performance management aims toward goal achievement through the connection between managers and team members (Sifuna-Evelia, 2017). Thus, the notion implies that managers apply various methods to address the tasks to be fulfilled most proficiently and effectively. Numerous techniques can be employed to maximize performance through management, such as efficient goal setting (van der Hoek et al., 2016). However, ethics and values are other frameworks that address this specific element and multiple similar ones. Ethics and values provide employees with a secure way to exercise their rights and power while being directly protected through a set of guidelines and policies. As a result, each public institution can shape a specific framework similar to legal ones that exist on a state or federal level. However, the technique can also be applied to create an additional legislative addition to non-existent frameworks.
Legal Perspective
From a legal perspective, the inability of organizations to adequately address ethics and values within institutions can lead to significant drawbacks in performance. An example of a legal case highlighting the negative implications of a lack of corporate culture is the case Bostock v. Clayton County. Gerald Bostock was an employee within the Georgia juvenile court system, highlighting the public sector in which the individual operated. However, Bostock was fired after joining a gay softball league, a decision that was formulated as one based on inappropriate behavior (Valenti, 2020). The plaintiff sued Clayton County for employment discrimination based on sexual orientation. Before the events, Bostock noted difficulties were maintaining high professional performances due to the confrontations followed by the decision to express his sexuality openly.
The state of Georgia did not have a legal background of prohibiting firings due to discriminatory reasons. However, Title VII of the Civil Rights Act addresses categories that individuals are not to be discriminated against based on being a part of a specific demographic. Nonetheless, sexual orientation is not directly suggested in the legal premise. Thus, the case was initially dismissed on this premise (Valenti, 2020). Subsequently, the Supreme Court ruled in favor of Bostock and highlighted that sexual orientation is protected under the Civil Rights Act. While the legal case illustrates a situation in which discrimination is portrayed, it is vital to highlight that Gerald Bostock did not perform at his best after the rising of the internal conflicts.
As mentioned prior, the plaintiff in the case as mentioned earlier reported having difficulties operating in an environment in which fellow team members openly started arguments and conflicts due to his sexuality. Thus, the organizational goals could not have been adequately fulfilled by him. In this case, the individual worked for the Georgia juvenile court system, a public administration sector. Due to the confrontations with colleagues, Bostock was not able to fulfill the corporate tasks linked to his direct position within the institution (Valenti, 2020). The circumstances illustrate that the lack of presence of ethical and value-related frameworks combating discrimination negatively affects employees and the company as a whole. Indeed, the aforementioned case is one portraying how a lack of organizational culture can impact professional goals. Nonetheless, current literature provides an evidence-based framework for highlighting that values and ethics do, indeed, affect performance. Thus, addressing the two elements directly correlates with the aims of performance management.
Importance
The aforementioned story is an illustration of the importance of installing ethics and morals within an organization to address performance management. A public institution adopting moral guidelines for employees is more likely to ensure the performance of the workers is high, and the job motivation creates circumstances in which goals are achieved (Al-Tarawneh, 2020). Needless to say, the validity of the approach also correlates with the bible perspective (Shafritz & Hyde, 2017). The verse highlights that “a worker who does not need to be ashamed and who correctly handles the word of truth” (New International Version, 1973, 2 Timothy 2:15). The Bostock v. Clayton County portrays a situation in which the truth was not properly handled by the employer, causing difficulties in employee ability to perform within the organization. Instead, implementing a set of rules protecting individuals would generate a positive environment in which team members would be able to reach corporate goals and perform based on the tasks they are assigned to. Employee protection through a set of ethical and moral values is not merely a way for companies to implement HR practices with the aim of increasing job satisfaction. Instead, the importance is centered around the complex approach of considering the interconnection between multiple factors.
Solution and Recommendations
As identified previously, addressing ethics and values is the solution to low performance. However, it is challenging to construct the organizational culture as certain elements may not be directly associated with the work environment. However, confusion can be combated through the implementation of an ethical code. An ethical code is an organizational element in which the goals, values, and aims of the public institution are clearly defined and described. Thus, each employee is to become familiar with the new guidelines, which will ensure high adherence to the intervention. Researchers highlight the success correlating with the employment of a defined set of ethical rules (Nigro et al., 2014). However, it is recommended that the solution is approached from an evidence-based and Biblical perspective.
Employing a well-defined ethical code correlates with organizational culture as the employees will have a collective framework they can rely on. The solution can be approached through digitalization. Digitalization facilitates data analysis, which relates to the examination of practice implementation (Ekka, 2021). For example, on the public administration platform operated by employees, each user will be able to let the leaders know about certain conflicts, confrontations, and similar issues. Data analysis will assist in the determination of employees who do not adhere to the newly adopted code of ethics. Further training, discussions, meetings, or potential penalties can follow as a result of non-adherence to the ethical values the organization has employed. Based on the approach, it is inevitable that performance management will be adequately approached and correlate with success in the external and internal environment of the institution.
Adopting a code of ethics is also a tool of protection for employers themselves. In the case of Bostock, the public institution failed to protect the employee, which ultimately led to a number of legal and ethical challenges (Valenti, 2020). The employer lost in court, and the remaining team members realized that they were not welcome to be truthful in regard to their sexual orientation. However, if the juvenile system in Georgia were to employ a code of ethical values, the employees would have the freedom of freely expressing themselves without being interrupted by confrontations from the work process. As a result, the public administration entity would have been more successful in reaching organizational goals without meeting disruptions. The following events highlight the interconnection between a lack of a code of ethics and low performance. Namely, the public administration did not have a diverse approach to different sexual orientations and did not implement policies to protect minorities. As a result, the plaintiff had confrontations with coworkers, which negatively impacted his quality of work. Thus, performance was low based on the lack of ethical guidelines and adequate corporate values.
Last but not least, the solution adhered to the Biblical perspective by allowing for a moral-based framework to be employed on an organizational level. Thus, the verse states, “Do to others as you would have them do to you” (New International Version, 1973, Luke 6:31). Employees who are treated as replaceable entities cannot successfully integrate into a team. As a result, the organization suffers from low productivity and an unwelcoming work environment that does not facilitate cooperation. Cooperation, on the other hand, is a driver of goal achievement as individuals working together are able to delegate tasks successfully and work towards a common good. The Bible verse highlight that employees who have an unethical approach towards workers cannot demand the opposite from them. The employment of an ethical code, on the other hand, illustrates the desire to create beneficial work conditions and support that benefits minorities (Webster et al., 2017). This, in turn, motivates employees to work towards personal and communal success through efficient time, resource, and human force management.
Discrimination
The implementation of the Civil Rights Act mentioned prior has been effective in minimizing discrimination based on race, gender, sex, religion, physical disabilities, and similar protected characteristics. However, prejudice is still present in such circumstances as employment, wages, and overall interpersonal relationships between coworkers and leaders. The term implies unjust treatment of an individual correlating with a particular occasion which implies the person is a part of a minority. Currently, legislation is put in place to minimize such implications due to the fact that unjust behavior generates major barriers, such as socioeconomic difficulties for specific groups. Employees to experience such treatment report difficulties maintaining the job, being motivated and succeeding in becoming an integrated part of a bigger team within a public administration sector (Triana et al., 2021). Thus, HR management approaches can be implemented to address the challenges of maintaining diverse and unbiased employment strategies and employee retention practices.
Legal Perspective
From a legal perspective, the aforementioned case, namely Bostock v. Clayton County, illustrates a situation in which an employee was unjustly fired due to his sexual orientation. Hence, the employer and fellow colleagues have exemplified discriminatory behavior, which ultimately generated unfavorable circumstances both for the organization and the team members themselves (Valenti, 2020). However, it is important to consider circumstances in which the court has accepted that employees do not have the legal obligation to implement policies that can create barriers for any employees within reasonable limits. The case Magill v. Bartlett Towing portrays the legal instance in which Magill filed a court order against the towing company after one employee had unlawfully stolen her vehicle (Evander, 2010). The employee was driving the corporate vehicle and wearing a uniform, which facilitated Magill to perceive him as a worker rather than a robber. During the proceedings, it can be determined that the employee did, in fact, work for Bartlett Towing and has had several arrests and convictions. However, during the event, Magill did not seek assistance from Bartlett Towing, implying that the employee was off duty when the event happened.
Magill’s action against Bartlett Towing was based on negligent hiring. Moreover, Suzanne Magill claimed that it was a company’s responsibility to hire individuals who would not purposefully put other citizens in danger. On the other hand, the employee’s prior history exemplified through multiple arrests did, in fact, illustrate the potential difficulties followed by making the individual a part of the Bartlett Towing team (Evander, 2010). At the same time, it is critical to determine whether the company applied non-discriminatory measures when deciding to hire a person with an extensive history of unlawful actions. The court agreed that the employer did not have a legal obligation to hire employees who were deemed not dangerous or potentially unsafe (Evander, 2010). Thus, the employer was basing the decision on an inclusive approach to the employment of new professionals. Nonetheless, the measure is based on ethics and values correlating with a non-discrimination policy. The rather Biblical approach is highlighted in the following verse “For if you forgive other people when they sin against you, your heavenly Father will also forgive you” (New International Version, 1973, Matthew 6:14-15). While discrimination is rarely portrayed through the standpoint of a criminal past, the characteristic can be implemented as a Biblical approach to HR management.
Importance
The importance of considering discrimination as one of the main barriers to tackle through the installment of ethics and values is centered around the negative implications of the lack of such guidelines. Researchers mention that discrimination is to be minimized due to its negative implications both on individual and organizational levels (Hebl et al., 2020). Prejudice, however, is becoming increasingly subtle due to the legislation prohibiting unfair employment and work rights. Thus, while an employer may be inclusive of all genders, races, and sexual orientations in regards to allowing individuals to become part of teams, more minor circumstances portray unjustified discrimination. For example, minorities may be allocated smaller projects, be communicated with in an unprofessional manner, or not given a voice during corporate meetings and discussions. The significance of ethics and values as HR management strategies to combat discrimination relies on the importance of minimizing such disparities through evidence-based practice.
Multiple adverse outcomes follow public administration organizations that do not implement strategies to address the current discriminatory actions. Individuals have a hard time becoming integral members of public administration teams able to collaborate and cooperate (Hebl et al., 2020). Confrontations, emotions of isolation, and inability to fit in create barriers which, in turn, generate conflicts of interest and a lack of job motivation. An employee who experiences subtle discrimination is more likely to be motivated to continue being a member of the organization. This, in turn, generates low retention. Moreover, the lack of collaboration facilitates time and inadequate resource management.
Solution and Recommendations
The solution purposed to employ an intervention in regards to performance management applied to discrimination. Namely, the implementation of a code of ethics generates circumstances in which prejudice cannot be exercised within a professional environment. However, in regard to discrimination, the challenge requires psychological involvement as feelings of superiority may intervene with the success of the result. Researchers mention that ethics training a fundamental to develop an organizational culture (Kreismann & Talaulicar, 2020). The training does not resemble a business meeting in which participants are required to operate similarly to actions in a work environment. Instead, such code-of-conduct training implements the teaching of employees about existing organizational values, discussions of potential prospects, and information on different types of discrimination that can occur in a professional space. A counter-argument for the solution exists and is rooted in a lack of resilience.
A lack of resilience implies that team members do not want to change based on new corporate policies. According to researchers, the solution of minimizing discrimination through ethical considerations and value employment can create conflicts and resistance (Hebl et al., 2020). Nonetheless, the counter-argument does not outweigh the benefits of implementing such pieces of training. Namely, addressing discrimination facilitates an overall beneficial change within public administration institutions. Certain workers who may be prejudiced when communicating and operating with minority representatives are more likely to become more professional and objective as a result of attending the ethics course. Moreover, such interventions generate more robust moral standards, which, in turn, correlates with positive resilience (Westerman et al., 2021). On the other hand, under circumstances in which conflicts occur, administrators can apply further efforts to minimize the limitations or consider contrasting methods in addressing the employees creating difficulties for their coworkers.
The solution adheres to the Biblical perspective on professional relationships. The verse “There is neither Jew nor Gentile, neither slave nor free, nor is there male and female, for you are all one in Christ Jesus” is a direct portrayal of the importance of equality (New International Version, 1973, Galantias 3:28). The Christian overview on the issue is one supporting equitable treatment of all humans. The approach can successfully be implemented in a professional environment through ethics training on discrimination and prejudice. The Bible perspective defines the significance of the value each individual possesses despite social and economic statuses. The idea is then put into practice through the employment of a course on ethics and values in which the participants learn about the challenges their coworkers’ experience and ways to minimize potential bias.
Employee Retention and Separation
Employee retention and separation relate to a team member’s career in regard to their employment status in a particular organization. In a public administration office in which team members tend to have a relatively short career followed by voluntary or involuntary quitting of said job position, employee retention is low. For example, one’s decision to continue operating in a company or select a more favorable option may be related to the benefits correlating with the position. Said benefits can be connected to the individual holding the position or their families. According to Winston (2018), employers have the responsibility to consider the medical and safety options that employees and their families benefit from. Other employee retention can include such circumstances as leadership, the work environment, wages, opportunities for advances, and motivation. In case the aforementioned elements are not correctly addressed by the employer, the worker is less prone to withholding a position in the public administration sector for an extensive period of time. As a result, the separation causes the organization major financial, which correlates with further worsening of retention (Ege & Bauer, 2017). Furthermore, production and management issues are also negative impacted
Legal Perspective
Employees are not legally bound to exercise actions towards employee retention other than those already existing, such as unlawful firing and discrimination. However, an example of a lack of ethical values which have facilitated adverse circumstances from a professional standpoint is the case of Lane v. Franks. Lane testified in court in regards to the employer, Franks, on issues related to fraud within the Central Alabama Community College, a public community college (Hudson, 2014). As a result of the testimony, Franks fired Lane, which, in turn, has led to events in which Lane filed a complaint concerning unlawful termination. The case portrays circumstances in which an employee exercises their civil rights and duties to speak the truth in court despite the person who is being prosecuted being their employer. In this case, Franks generated a negative workplace environment by silencing team members and threatening them with termination, which is a direct violation.
By applying direct threats through unlawfully terminating employees and speaking against the employer in court, the public organization has created a hostile workplace in which team members are not motivated to keep their positions. Researchers mention that leaders employing a transformational approach are more likely to positively affect employee retention (Thomas & Trinh, 2022). As some of the characteristics of transformational leaders include openness, motivation, and compassion, it is inevitable that ethics and values play a major role.
Importance
Addressing employee retention and separation through the consideration of ethical implications and values is essential. Namely, employee retention is a significant issue in regard to company goal achievement. It is necessary to point out that low employee retention and high rates of separation are significant downsides for public administration institutions. Under the circumstances that employees do not retain their position for a long time, new team members are to be trained for an extensive period. Moreover, they cannot perform at the same level as the workers who have been working for years and are aware of all the nuances of the tasks they are to fulfill on a daily basis. Moreover, low retention highlights the HR management problems persisting in the institution. Hence, it is essential to combat the aforementioned circumstances through ethics and value installment within the organizational culture. However, employability and employee retention can be addressed through evidence-based measures (Thomas & Trinh, 2022). Namely, the following solution can be implemented to confront high rates of separation.
Solution and Recommendations
Employee retention depends on factors such as wage, job perspectives, family benefits, and work environment. However, employees a highly susceptible to changes concerning the culture of the public organization they operate in. The Biblical perspective is illustrated in the following verse “Do not work for food that spoils, but for food that endures to eternal life” (New International Version, 1973, John 6:27). As a result, it is inevitable that allowing employees to exercise their opinions on matters that can positively impact the work environment is a beneficial HR management tool. The solution is one aligning with the previous proposition to implement training in ethical behavior in a professional setting. Alongside the training, it can be beneficial that employees are allowed to have a discussion on potential difficulties they meet on a day-to-day basis in the public administration institution. The approach facilitates the establishment of a learning climate (Eldor & Harpaz, 2018). Researchers also recommend taking on a more in-depth approach and focusing on providing psychological health. Specifically, team members encountering difficulties such as confrontations, anxiety, and burnout can be assisted through a psychological-based intervention by a professional (Triana et al., 2021). The recommendations are in-line with evidence-based techniques that have been employed prior with high rates of success, as well as with the Biblical perspective on the manner.
Conclusion
HR management techniques can be effectively employed to minimize certain challenges within public administration organizations. Namely, the focus on corporate culture through ethics and values can address such segments as performance management, discrimination, and employee retention and separation. Performance is often lowered in workplaces where employees experience frequent confrontations and do not feel safe, which is why the solution is to implement a code of ethics. Moreover, discrimination creates circumstances in which collaboration and work motivation is diminished. It is essential to employ ethical training concerning various moral dilemmas, including prejudice, to address the issue. Last but not least, employee retention is minimized in organizations in which leadership and fellow public administration elements are not centered around the establishment of favorable work conditions. The recommendation is to create a channel through which employees can discuss such circumstances and receive psychological help in case of burnout. The aforementioned solutions and recommendations are based on evidence-based practices as well as Biblical connotations.
Annotated Bibliography
Al-Tarawneh, K. I. (2020). Business ethics in human resources management practices and its impact on the organizational performance. Business: Theory and Practice, 21(1), 402–411. Web.
The study examined employees’ commitment to business ethics practices and highlighted its importance concerning other organizational sectors, such as performance (Al-Tarawneh, 2020).
Ege, J., & Bauer, M. W. (2017). How financial resources affect the autonomy of international public administrations. Global Policy, 8, 75–84. Web.
The researchers have examined financial investments concerning public administration and found a correlation between voluntary resources and low long-term employment (Ege & Bauer, 2017).
Ekka, S. (2021). HR analytics: Why it matters. Journal of Contemporary Issues in Business and Government, 27(02). Web.
The article studies HR techniques that have been successfully implemented in recent years. The findings reveal that HR data analysis is a sector correlating with major organizational success (Ekka, 2021).
Eldor, L., & Harpaz, I. (2018). The nature of learning climate in public administration: A cross-sectorial examination of its relationship with employee job involvement, proactivity, and creativity. The American Review of Public Administration, 49(4), 425–440. Web.
The authors of the research have examined whether organizations facilitating the establishment of a learning environment positively affect employees. Indeed, results reveal increased job involvement, innovation, and productivity (Eldor & Harpaz, 2018).
Hebl, M., Cheng, S. K., & Ng, L. C. (2020). Modern discrimination in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 7(1), 257–282. Web.
The article portrays the history of employment discrimination and prejudice in modern days. Namely, current organizational discrimination is illustrated as being more subtle and exemplified verbally rather than legally (Hebl et al., 2020).
Kreismann, D., & Talaulicar, T. (2020). Business ethics training in human resource development: A literature review. Human Resource Development Review, 20(1), 68–105. Web.
The study highlights the effects of implementing training for ethics within an organization. The research results positively correlate with ethics training, knowledge retention, and practical appliance (Kreismann & Talaulicar, 2020).
Nigro, L., Nigro, F., & Kellough, J. (2014). The new public personnel administration (7th ed.). Independence.
The book contains information on how public administration is currently approached. Techniques such as implementing an ethics intervention through organizational processes are discussed and recommended (Nigro et al., 2014).
Postolov, K., Magdinceva Sopova, M., Bardarova, S., & Ristovska, A. (2019). American Business Culture: An overview of the national culture and Organizational Cultural Dimensions in the USA. Knowledge International Journal, 30(1), 17–22.
The article highlights the distinctive and unique characteristics of culture within US businesses. Based on the conclusions of the research, a focus on ethics is one element present in most assessed organizations (Postolov et al., 2019).
Shafritz, J. M., & Hyde, A. C. (2017). Classics of public administration. Cengage Learning.
The book relates techniques, performance management approaches, and HR concerns regarding public administration. Namely, the authors emphasize the importance of employing a system that combines a Biblical perspective with evidence-based measures (Shafritz & Hyde, 2017).
Sifuna-Evelia, M. (2017). Human Resource Management Practices: A Biblical Perspective. Partridge Singapore.
The author highlights that human resource management is intertwined with a Biblical approach. Namely, focusing on people’s needs and creating favorable work conditions facilitates organizational success (Sifuna-Evelia, 2017).
Thomas, S. R., & Trinh, M. P. (2022). Effects of transformational leadership on employability and employee retention. Academy of Management Proceedings, 2022(1). Web.
The research was based on the hypothesis that transformational leaders positively impact employees. The findings have revealed that managers employing transformational characteristics facilitate high retention rates (Thomas & Trinh, 2022).
Triana, M. del, Gu, P., Chapa, O., Richard, O., & Colella, A. (2021). Sixty Years of discrimination and Diversity Research in human resource management: A review with suggestions for future Research Directions. Human Resource Management, 60(1), 145–204.
The study reflects upon discrimination in professional settings and highlight evidence-based interventions. Namely, the authors mention the importance of providing employees with channels for addressing psychological issues (Triana et al., 2021).
Valenti, A. (2020). LGBT employment rights in an evolving legal landscape: The impact of the Supreme Court’s decision in Bostock v. Clayton County, Georgia. Employee Responsibilities and Rights Journal, 33(1), 3–23. Web.
The article reflects upon the case Bostock v. Clayton County, in which a significant legal change occurred as the judge accepted that sexual orientation is protected under the Civil Rights Act (Valenti, 2020).
van der Hoek, M., Groeneveld, S., & Kuipers, B. (2016). Goal setting in teams: Goal clarity and team performance in the public sector. Review of Public Personnel Administration, 38(4), 472–493. Web.
The article highlights a specific phenomenon in the public sector that affects productivity. Namely, researchers have illustrated the importance of setting clear and attainable goals for team members (van der Hoek et al., 2016).
Webster, J. R., Adams, G. A., Maranto, C. L., Sawyer, K., & Thoroughgood, C. (2017). Workplace contextual supports for LGBT employees: A Review, meta-analysis, and agenda for future research. Human Resource Management, 57(1), 193–210.
The researchers have studied how organizations can assist members of their teams identifying as LGBT. Specifically, the authors highlight the importance of implementing a support system (Webster et al., 2017).
References
Al-Tarawneh, K. I. (2020). Business ethics in human resources management practices and its impact on the organizational performance. Business: Theory and Practice, 21(1), 402–411. Web.
Ege, J., & Bauer, M. W. (2017). How financial resources affect the autonomy of international public administrations. Global Policy, 8, 75–84. Web.
Ekka, S. (2021). HR analytics: Why it matters. Journal of Contemporary Issues in Business and Government, 27(02). Web.
Eldor, L., & Harpaz, I. (2018). The nature of learning climate in public administration: A cross-sectorial examination of its relationship with employee job involvement, proactivity, and creativity. The American Review of Public Administration, 49(4), 425–440. Web.
Evander, J. (2010). Magill v. Bartlett Towing, Inc. Legal research tools from Casetext. Web.
Hebl, M., Cheng, S. K., & Ng, L. C. (2020). Modern discrimination in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 7(1), 257–282. Web.
Hudson, D. L. (2014). Lane v. Franks. Web.
Kreismann, D., & Talaulicar, T. (2020). Business ethics training in human resource development: A literature review. Human Resource Development Review, 20(1), 68–105. Web.
Nigro, L., Nigro, F., & Kellough, J. (2014). The new public personnel administration (7th ed.). Independence.
Postolov, K., Magdinceva Sopova, M., Bardarova, S., & Ristovska, A. (2019). American Business Culture: An overview of the national culture and Organizational Cultural Dimensions in the USA. Knowledge International Journal, 30(1), 17–22.
Shafritz, J. M., & Hyde, A. C. (2017). Classics of public administration. Cengage Learning.
Sifuna-Evelia, M. (2017). Human Resource Management Practices: A Biblical Perspective. Partridge Singapore.
Thomas, S. R., & Trinh, M. P. (2022). Effects of transformational leadership on employability and employee retention. Academy of Management Proceedings, 2022(1). Web.
Triana, M. del, Gu, P., Chapa, O., Richard, O., & Colella, A. (2021). Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future Research Directions. Human Resource Management, 60(1), 145–204. Web.
Valenti, A. (2020). LGBT employment rights in an evolving legal landscape: The impact of the Supreme Court’s decision in Bostock v. Clayton County, Georgia. Employee Responsibilities and Rights Journal, 33(1), 3–23. Web.
van der Hoek, M., Groeneveld, S., & Kuipers, B. (2016). Goal setting in teams: Goal clarity and team performance in the public sector. Review of Public Personnel Administration, 38(4), 472–493. Web.
Webster, J. R., Adams, G. A., Maranto, C. L., Sawyer, K., & Thoroughgood, C. (2017). Workplace contextual supports for LGBT employees: A Review, meta-analysis, and agenda for future research. Human Resource Management, 57(1), 193–210.
Westerman, J. W., Nafees, L., & Westerman, J. (2021). Cultivating support for the Sustainable Development Goals, green strategy and Human Resource Management Practices in future business leaders: The role of individual differences and academic training. Sustainability, 13(12), 6569. Web.
Winston, B. E. (2018). Biblical principles of hiring and developing employees. New York: Palgrave Macmillan.