Disrupting Misaligned Values and Actions in HRD: A Consideration of the Ethical Issues

Laura L. Bierema; Aliki Nicolaides; Eunbi Sim; Weixin He

doi:10.1007/978-3-031-38727-2_4

Disrupting Misaligned Values and Actions in HRD: A Consideration of the Ethical Issues

Laura L. Bierema
, Aliki Nicolaides
, Eunbi Sim
, Weixin He

University of Georgia

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

1 Scopus citations

Abstract

What dilemmas emerge when misalignment exists between individual and organization values? What ethical challenges do such value disconnects create? What is HRD’s ethical responsibility in addressing such disconnection? How does HRD help create intentional conditions for the system to examine itself and see how its espoused theories contradict its theories-in-use? This chapter explores misaligned values, particularly in the wake of the COVID-19 pandemic. It questions HRD’s role in creating or correcting such disconnection and troubles the ethical implications. The chapter will delve into these ethical and value contradictions and consider how the field can help create more continuity in value that is consistent with action in hopes of creating a new, transformed, ethical “normal.”

Original language	English
Title of host publication	Ethics and Human Resource Development
Subtitle of host publication	Societal and Organizational Contexts
Publisher	Springer International Publishing AG
Pages	47-65
Number of pages	19
ISBN (Electronic)	9783031387272
ISBN (Print)	9783031387265
DOIs	https://doi.org/10.1007/978-3-031-38727-2_4
State	Published - 2024
Externally published	Yes

Keywords

Critical HRD
Espoused theory versus theory-in-use
Ethics in HRD
Misaligned values

Access to Document

10.1007/978-3-031-38727-2_4

Cite this

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AU - Sim, Eunbi

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Disrupting Misaligned Values and Actions in HRD: A Consideration of the Ethical Issues

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Keywords

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