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    The document discusses the ethical responsibilities of HR professionals in staffing and recruitment to ensure fair and objective evaluation of candidates based on merits and to minimize flaws in measurement methods. It also discusses how deficits in fairness can increase legal risks and damage reputation while false abilities can decrease business performance and harm shareholders and customers.

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    Vy
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    The document discusses the ethical responsibilities of HR professionals in staffing and recruitment to ensure fair and objective evaluation of candidates based on merits and to minimize flaws in measurement methods. It also discusses how deficits in fairness can increase legal risks and damage reputation while false abilities can decrease business performance and harm shareholders and customers.

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    The document discusses the ethical responsibilities of HR professionals in staffing and recruitment to ensure fair and objective evaluation of candidates based on merits and to minimize flaws in measurement methods. It also discusses how deficits in fairness can increase legal risks and damage reputation while false abilities can decrease business performance and harm shareholders and customers.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    16 views2 pages

    5

    Uploaded by

    Vy
    The document discusses the ethical responsibilities of HR professionals in staffing and recruitment to ensure fair and objective evaluation of candidates based on merits and to minimize flaws in measurement methods. It also discusses how deficits in fairness can increase legal risks and damage reputation while false abilities can decrease business performance and harm shareholders and customers.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    Thus, in my opinion, every aspect related to organization’s human capital should comprise a binding ethical

    responsibility towards decision makers and staffing is not an exception.

    It is morally obligated for HR professions to be aware of certain measurement issues regarding established
    selection criteria and means of assessment in order to effectuate ethical consideration and standardized, objective
    and consistent procedures to minimize and obviate the distraction and distortion surrounding measurement
    methods as well as to ensure that candidates are evaluated based on merits, fairness and equity with desired
    knowledge, skills and abilities to perform the job. Additionally, there stands ethical liability to candidate’s
    emotional wellbeing engraved in the delivery and outcomes of recruitment process. By neglecting the probable
    flaws in measurement, by not giving all candidates a fair chance to compete, we are deemed to strip away people’s
    chances to pursue their passions, grow themselves and advance their careers. This can generate sadness,
    frustration, or more severely, depression. In parallel, as a result of incompetent measurement system, unqualified
    candidates are assigned to jobs that they don’t obtain sufficient knowledge and skills to accomplish, which
    eventually produces stresses and job insecurity, with which negative emotions such as anger, anxiety and burnout
    are usually associated (Dekker and Schaufeli 1995).

    On the other hand, the overall objective of recruitment and selection is to provide the most suitable and
    compatible personnel in both quantitative and qualitative manner at a minimal expensive (Ofori &
    Aryeetey, 2011) to support organization in achieving its strategic goals. This holds HR staffs ethically and
    professionally accountable to fulfill. Deficits in the presentation of fairness and objectiveness in
    candidates’ evaluation can push company towards potential risk of legal liability and damage to its
    reputation as a whole, not to mention the unnecessary cost of training and induction in case of
    underperformed employees. False reflection of candidates’ true abilities can also directly result in decrease in
    business performance or degrade in provided services, which will indirectly cause damage to shareholders’
    benefits and devastate customers’

    Leite, A.; Pinto, P. & Nunes, J. (2018). Sustainability and ethics as attraction factor and talent retaining, the case of the
    companies in Brazil. International Journal of Innovation and Sustainable Development. 12. 28.
    10.1504/IJISD.2018.10009932.

    Ruona, W. E. A., & Gibson, S. K. (2004). The making of twenty-first-century HR: An analysis of the convergence of
    HRM, HRD, and OD. Human Resource Management, 43(1), 49– 66.

    Ofori, D. & Aryeetey, M. (2011). Recruitment and Selection Practices in Small and Medium Enterprises: Perspectives
    from Ghana. International Journal of Business Administration, 3(3), 45-60

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