In this paper we review recent UK literature on HRM and ethics and suggest that implicit in many accounts is a perception of a ‘moral hole’ appearing within the employee relations landscape which is based on external, reflective observations of HRM policies and practices. We argue that the investigation of HRM and ethics could be broadened by locating HRM and ethics research more explicitly within the social and cultural realities of organizations and their employees. Finally, we outline and illustrate what a social constructivist approach might add to research in this field and how it might provide insights that help bridge the gap between theory and practice.
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Document Type: Research Article
Lecturer in Human Resource Management and Organizational Behaviour, School of Business and Management, Brunel University
Senior Lecturer in Human Resource Management at the School of Business, Oxford Brookes University
Publication date: 01 October 1999