Promoting Differentiated and Ethical Human Resource Management

Maria Elisete dos Reis Martins Ferreira (), Maria Manuela da Costa Teixeira () and Mónica Sofia Cardoso ()
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Maria Elisete dos Reis Martins Ferreira: ISLA-IPGT
Maria Manuela da Costa Teixeira: Universidade da Corunha
Mónica Sofia Cardoso: ISCE-Douro

A chapter in Entrepreneurial Education in a Global and Digital World, 2026, pp 211-222 from Springer

Abstract: Abstract This study aims to promote differentiated and ethical Human Resource Management (HRM). It highlights a new paradigm shift that holistically considers the balance between employee well-being and the organisation’s objectives. This approach ensures that both parties can achieve their desired expectations in an ethical and fair manner. A theoretical and reflective review with a descriptive and exploratory thematic analysis was chosen as the methodology. Books, magazines, and scientific articles were used to explore the link between ethical procedures in HRM and their role as an elementary stimulus in promoting equity in an organisational culture that aims to adopt fairer and more responsible conduct. After identifying ethical HRM practices, it is crucial to change patterns and assign responsibilities and commitment to organisational management to implement significant changes that highlight the ethical relevance in policies and practices currently lacking in this area. Finally, it was emphasised that, today, HRM must dedicate itself to promoting differentiated and ethical management that aims to frame exercises supported by robust foundations, evidencing conduct that is guided by ethical, responsible, sustainable, transparent principles and appeals to reciprocal respect, starting with conducts that nurture the example of the applicability of the values that are mirrored by the organisation’s culture, by commitment, internalised and passed on by its leaders. Thus, in conclusion, the practices developed by HRM should focus on the differentiated and ethical promotion of their practices, to reward adjusted behaviours and prevent the development of effective strategies, and to implement measures that adjust to the observable unethical behaviours of both their leaders and their followers.

Keywords: Commitment; Organisational culture; Ethics; Management; Leadership; Human resources (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:spr:seschp:978-3-032-17008-8_13

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DOI: 10.1007/978-3-032-17008-8_13

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