Provide a Robust Argument for Ethical People Practice that is Supported by Academic Theory and Details both the Business and Human Benefits of People at Work Feeling Included Valued and Fairly Treated

A strong and long-lasting firm must adhere to ethical people practices. It has been demonstrated that these practices, which include treating people fairly, inclusively, and with respect, offer considerable advantages for both the company and its employees.

Ethical human resource management techniques boost employee engagement and productivity from a business standpoint. Employee motivation and commitment to their work are more likely to increase when they feel engaged, valued, and properly treated (Riyanto, Endri and Herlisha, 2021). This may result in better staff retention, enhanced productivity, and less absenteeism. A culture of fairness and inclusion can also result in a more imaginative and diverse workforce, as staff members with various experiences and viewpoints contribute fresh ideas and viewpoints to the company.

The premise that moral behavior fosters a productive workplace, employee engagement, and satisfaction is supported by theoretical frameworks including Social Exchange Theory and Self-Determination Theory. According to the social exchange hypothesis, employees are more likely to be engaged and motivated and to respond with higher levels of productivity and loyalty when they feel that they are being treated fairly, inclusively, and with respect (Meira and Hancer, 2021). According to self-determination theory, autonomy, relatedness, and competence are key factors in employee motivation (Battaglio, Belle and Cantarelli, 2022). Employees are more likely to have a sense of autonomy and relatedness, which in turn promotes job satisfaction and engagement, when they feel included and valued in the workplace.

From a human standpoint, ethical people practices offer workers a range of advantages. Employees are more likely to have a favorable work-life balance, which can result in greater physical and mental health as well as a higher quality of life, when they feel included, respected, and fairly treated (Turner and Turner, 2020). Additionally, staff members who experience inclusion and respect are more likely to feel a sense of belonging and loyalty to their company (Riyanto, Endri and Herlisha, 2021). As a result, there may be an increase in sense of fulfillment and purpose at work, as well as job satisfaction and engagement.

Patagonia and Google are two relevant examples of businesses that place a high priority on ethical business practices. One of the best places to work in the US is Patagonia, which promotes social responsibility and environmental sustainability in its operations. Google is renowned for its employee-centric culture and offers amenities like free lunches, on-site gyms, and flexible work schedules (Boiral et al., 2021). Because of their ethical people practices, these businesses have reported great levels of employee engagement, retention, and productivity.

In conclusion, ethical human resource management is crucial for a successful and long-lasting firm. It has been demonstrated that these practices, which include treating people fairly, inclusively, and with respect, offer considerable advantages for both the company and its employees. Companies that place a high priority on ethical people practices will benefit in terms of revenue generation, staff retention, and reputation. Additionally, employees are more likely to have a healthy work-life balance and a higher quality of life if they feel involved, respected, and fairly treated by their employers.

References

Battaglio, R. P., Belle, N., and Cantarelli, P. (2022). Self-determination theory goes public: experimental evidence on the causal relationship between psychological needs and job satisfaction. Public Management Review, 24(9), 1100-1428.

Boiral, O. et al. (2021). Organizations’ management of the COVID-19 pandemic: A scoping review of business articles. Sustainability, 13(7), 3993.

Meira, J. and Hancer, M. (2021). Using the social exchange theory to explore the employee-organization relationship in the hospitality industry. International Journal of Contemporary Hospitality Management, 33(2), 1-692.

Riyanto, S., Endri, E., and Herlisha, N. (2021). Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement. Problems and Perspectives in Management, 19(3), 162.

Turner, P., and Turner, P. (2020). What Is Employee Engagement? (pp. 27-56). Springer International Publishing.