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论文编号：	2077
作者编号：	032916
上传时间：	2010/4/14 16:52:12
中文题目：	基于企业伦理的人力资源管理模式研究
英文题目：	Business Ethics; Human Resource Management
指导老师：	齐善鸿
中文关键字：	企业伦理 人力资源管理 人力资源管理模式 支持系统
英文关键字：	Business Ethics; Human Resource Management
中文摘要：	随着信息技术、知识经济和经济全球化的发展，利益相关者对企业的期望不断提高，对企业的评价标准正在向着整合财务业绩与伦理表现两个维度方向发展。然而一些企业人力资源管理中的伦理失范行为正在对员工、企业、以及社会产生巨大不利影响，如何提升企业人力资源管理的伦理水准，避免由此带来的各方面损失，进而提升竞争优势、改善企业绩效是理论界和企业界迫切需要解决的问题。本论文以企业伦理理论为工具，在借鉴相关研究成果的基础上，对人力资源管理模式进行了系统研究，力图为解决上述问题提供整体性方案。 本论文在以下方面进行了探索性研究：第一，人力资源管理实践中伦理失范行为的主要表现与危害。分析了企业人力资源管理实践中伦理失范行为的主要表现，指出各种伦理失范行为对员工的工作与和生活、企业自身的生存与发展、以及经济社会可持续发展等产生的危害。第二，理论基础与相关文献回顾。通过回顾企业伦理理论，指出后果理论、义务理论、美德理论和关怀理论在伦理评价中各有侧重点和优越性，只有将它们结合运用，才能够保证企业伦理评价的全面性；通过从企业伦理视角回顾人力资源管理的研究历程，指出人力资源管理研究的企业伦理维度一直未能受到足够重视，提出随着企业内外环境的变化以及人力资源管理中新的伦理困境的出现，对企业伦理维度的人力资源管理研究的需要更为紧迫；通过回顾和评述企业伦理管理模式的研究成果，为探究基于企业伦理的人力资源管理模式提供理论借鉴。第三，基于企业伦理的人力资源管理模式与企业绩效。通过揭示基于企业伦理的人力资源管理模式对于员工激励和创造竞争优势的作用，阐明基于企业伦理的人力资源管理模式是提升企业绩效的重要途径。第四，基于企业伦理的人力资源管理模式。首先，通过探究影响企业人力资源管理伦理水准的内部和外部两个方面因素，指出根据企业的伦理追求可以将基于企业伦理的人力资源管理模式划分为底线伦理、互惠伦理和卓越伦理三个基本层级。其次，探究了基于企业伦理的人力资源管理模式的基本构成要件及其相互关系，指出基于企业伦理的人力资源管理模式主要有八个构成要件，即：企业内部要素、企业外部要素、人力资源管理伦理目标、人力资源管理伦理理念、人力资源管理伦理准则、人力资源管理伦理实践活动、人力资源管理伦理结果和反馈循环等。再次，比较了底线伦理、互惠伦理和卓越伦理模式的不同点，指出维持各层级伦理管理模式的基本前提。最后，探究了基于企业伦理的人力资源管理模式演进的基本动力来源，论证了演进的必要性，揭示了演进的主要机理。第五，基于企业伦理的人力资源管理模式支持系统。将系统论观点引入到基于企业伦理的人力资源管理模式，指出一定的内外环境是基于企业伦理的人力资源管理模式得以存在和正常运行的必要条件，构建了一个由企业内部支持系统和外部支持系统两个互相联系的子系统共同组成的支持系统，探究了各子系统内部的基本要素与功能。第六，案例研究。按照本研究提出的理论框架，从企业伦理视角对典型企业的人力资源管理系统进行了分析，为上述理论研究结果提供实证支持。 本论文的主要创新之处：探究了基于企业伦理的人力资源管理模式的基本构件及其相互关系，提出了基于企业伦理的人力资源管理模式的基本架构。界定了底线伦理、互惠伦理和卓越伦理，指出基于底线伦理的人力资源管理模式的核心是遵守法律和最低限度的伦理规范，企业在遵守法律和最低限度的伦理规范前提下追求经济利益；基于互惠伦理的人力资源管理模式的核心是通过在企业与员工之间建立平等协商的合作关系，争取实现“双赢”来获取最大限度的经济利益；基于卓越伦理的人力资源管理模式的核心是追求超越利润之上的伦理理想，是以员工为目的的管理理念。探究了基于企业伦理的人力资源管理模式的演进机理，指出推动基于企业伦理的人力资源管理模式演进的驱动力量来自企业内部和外部两个方面，但是由于企业内外各种驱动力量是不均衡的，并且是动态变化的，具体到一个企业在特定条件下最终发挥作用的主要驱动力量是不同的。提出了基于企业伦理的人力资源管理模式支持系统的基本架构，探究了各子系统的内部要素及其功能。
英文摘要：	With the development of economic globalization, the knowledge-based economy and information technology, the ever-increasing anticipations and demands by stakeholders for a enterprise have evolved into a two-dimensioned criterion to assess its performance: financial and ethical performances. However, non-ethical behaviors in human resource management (HRM) in enterprises have produced substantial negative impact upon employees, enterprises, and society. As a result, both theory circle and enterprises are faced with an urgent task of finding more effective approaches to improve ethical performance in human resource management so as to avoid damages, to get competitive advantages and better performance. This study takes business ethics for theoretical basis and relative research results for reference for integrated solutions for the above-mentioned problems, on the strength of systematic studies on human resource management model from business ethics perspective. The study encompasses the following researches: First, an analysis is given about the major symptoms of non-ethical behaviors in human resource management, only to reveal serious harms by the behaviors to employees’ work and personal life, enterprise survival and development, social and economic sustainability, and etc. Second, major theory and relative literature is reviewed. A literature review of business ethics theories is conducted, indicating that the principal ethical theory as teleological, deontological, care and virtue ethics have both emphases and advantages, and that only with integrated application will these approaches provide all-sidedness in ethical evaluation for an enterprise. A retrospective analysis follows about the historical evolution of research on human resource management from business ethics perspective. It is thus concluded that theoretical research has become increasingly imperative on human resource management on the dimension of business ethics in order to deal with new conditions both inside and outside an enterprise and new ethical dilemmas in human resource management. Finally, In order to explore a business ethics-based human resource management model, research results on business ethics-based management models are reviewed and discussed, with specific reference to the major contributions. Third, the business ethics-based HRM model is presented as an important approach to improve performance of an enterprise as a function to provide motivation and a source of create competition advantage. Fourth, exploring business ethics-based HRM model. Through studying external factors and internal factors that may affect ethical performance in human resource management of an enterprise, we points out that according to ethical objectives of an enterprise, business ethics-based HRM model can be classified into three essential levels: bottom-line ethics, mutual benefit ethics and excellence ethics. Through studying components of a business ethics-based HRM model and the relationship between them we present that the model consists of eight components: internal factors and external factors of enterprises, HRM ethical objectives, HRM ethical notions, HRM ethical principles, HRM ethical practice, HRM ethical results and feedback loop, etc. On such basis a framework of business ethics-based HRM model is set forth. Then through a comparision between bottom-line ethics, mutual benefit ethics and excellence ethics is made, we point out some basic preconditions to sustain them. Through exploring into the model’s basic driving force comes from external and internal factors, the major mechanism of evaluation of business ethics-based HRM model is pointed out. Fifth, concept of the System Theory is introduced into the business ethics-based HRM model, in order to indicate that both external and internal conditions are indispensable for the existence and a normal operation of the business ethics-based HRM model. Then a supporting System that comprises a mutually supportive sub-system by an internal-supported system (ISS) and an external-supported (ESS) one is presented. Sixth, study on typical cases. On basis a theory framework of business ethics-based HRM model and its supporting System, an analysis on human resource management system of the typical enterprises from business ethics perspective is conducted to support the theory conclusions by empirical study. The major innovations that this dissertation contributes include researching into the components of the ethics-based HRM model and the relationship of the components by establishing the theoretical framework of the business ethics-based HRM model. The innovation also includes giving definitions of bottom line ethics, mutual benefit ethics and excellence ethics. The dissertation point out that the core of the bottom line ethics model is observation of law and minimum ethics codes, and that a enterprise may pursuit profit on the condition of observation of the law and the minimum ethic codes. In a case of mutual benefit ethics model, the enterprise and its employees should establish a relationship of equality and consultation on the win-win spirit for the maximum economic interest. The core of excellence ethics model is to pursuit a business ethical performance that is beyond benefit and take employees as the management purpose. The contributions also include the exploration into the mechanism that pushes the evolution of the business ethics-based HRM model by the forces deriving from external and internal factors of a enterprise. However, because the forces are unbalanced and dynamic, there can be particular force present in the case of a specific enterprise that will eventually affect the evolution of business ethics-based HRM model. Finally a supporting system is established in this research for the business ethics-based HRM model, along with the study of the components and the functions of the sub-systems.
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