Managerji HRM in njihove eti ne dileme = Human Resource Managers and Their Ethical Dilemma

Douglas Renwick (2003) said that the personnel function plays therole of guardian of employees’ wellbeing, but on the other hand, hesaid that personnel managers also tamper with the wellbeing of employees.Looking at Renwick’s theory through Ulrich’s model of personnelmanagers as guardians of employees’ wellbeing, they play therole of strategic partners, managers of the changes and the role of theemployees representatives. Gantz and Hayes (in Payne and Wayland,1999) explicated a few fields where we can talk of ethical conflict whileperforming these roles: discrimination, psychological tests, anti-unionbehaviour, design of work flow, job insecurity, discipline, confidentiality,privacy, and firing because of technological redundancy. In this paperwe explore the field of potential and real ethical conflicts of humanresource managers.What are the most important values of humanresources managers? In which areas do ethical conflicts occur?And how do they solve these conflicts on an everyday basis? We usedquestionnaires to gather data on these issues. We found out that managerswho are in leading positions suffer the most, next are those whohave had long tenure. In this situation ethical codes don’t help much.