Seven Moralities of Human Resource Management analyses morality of HRM from the perspective of American psychologist Laurence Kohlberg. This book examines and makes value judgements on whether or not HRM is moral from the viewpoint of Kohlberg's seven stages of morality as a follow-up study of the author's 2012 book, Seven Management Moralities.

For the first time, Seven Management Moralities delivers a comprehensive overview of all forms of moral and immoral behaviour displayed by management. Utilising Kohlberg's ascending scale of seven moralities, the book includes the ethics of Aristotle, Kant, Utilitarianism, Bauman, Habermas, and Singer.

As work regimes are continuously moving towards post industialism, forms of communication change with them. Avoiding yet another handy recipe book for effective managerial communication, this book positions communication inside this historic development of work and management and shows how this development has led to the instrumental use of communication, informed by the distinction between those who manage and those who are managed and and directed towards the control and system integration of the workers.

Many people have experienced management at work with some exposed to Managerialism. Once Managerialism had transcended the simplicity of managing companies it mutated into an ideology infiltrating nearly every eventuality of human life. Delivering a comprehensive definition of Managerialism, this book traces Managerialism's origins from simple factory administration to its current form as full-blown ideology that has infected private lives, public and educational institutions, society, the art, the economy, and even democracy. Today thousands of managers have graduated from Managerialism's main training facilities, namely management schools. They are ready to spread Managerialism's one-dimensional, anti-democratic, and authoritarian ideology that everything and anything can be managed through a specific set of managerial knowledge found in management studies. But there are also challenges to Managerialism. There are images of what lies beyond Managerialism. These post-managerial images include a rejection of the human and environmental destructiveness of Managerialism. And there are ways to create human and sustainable post-managerial living conditions.

Written in the European tradition of Kant's philosophical trilogy on critique and Hegel's concept of ethical life, this book outlines the great traditions in ethical philosophy: Aristotelian virtue ethics, Kantian ethics, and utilitarianism. It presents modern ethics from Nietzsche, Adorno, and Habermas to Kohlberg's stages of moral development.

Most people know what management is but often people have vague ideas about Manageralism. This book introduces Manageralism and its ideology as a colonising project that has infiltrated nearly every eventuality of human society.

Seven Moralities of Human Resource Management analyses morality of HRM from the perspective of American psychologist Laurence Kohlberg. This book examines and makes value judgements on whether or not HRM is moral from the viewpoint of Kohlberg's seven stages of morality as a follow-up study of the author's 2012 book, Seven Management Moralities.

For the first time, Seven Management Moralities delivers a comprehensive overview of all forms of moral and immoral behaviour displayed by management. Utilising Kohlberg's ascending scale of seven moralities, the book includes the ethics of Aristotle, Kant, Utilitarianism, Bauman, Habermas, and Singer.

Written in the European tradition of Kant's philosophical trilogy on critique and Hegel's concept of ethical life it outlines the great traditions in ethical philosophy: Aristotelian virtue ethics, Kantian ethics, and utilitarianism. It presents modern ethics from Nietzsche, Adorno, and Habermas to Kohlberg's stages of moral development.

Uniquely, this book positions communication inside the historic development of work and management and shows how this development has led to the instrumental use of communication, informed by the distinction between those who manage and those who are managed and directed towards the control and system integration of the workers.