Book Reviews

• Date: 01 March 2004
• DOI: 10.1177/0734371X03254336
• Published date: 01 March 2004
• Author: Brett S. Sharp
• Subject Matter: Reviews

10.1177/0734371X03254336 REVIEW

REVIEWOFPUBLICPERSONNELADMINISTRATION/March2004

BOOKREVIEWS

Gravett, Linda. (2003). HRM Ethics: Perspectives for a New Millennium.

Cincinnati, OH: Atomic Dog, 206 pp.

DOI: 10.1177/0734371X03254336

Public human resources management is so interesting because the field is

fraught with ethical choices. Almost every decision a practicing human

resourcesmanagermakesdirectlyaffectsthelivelihoodsofnumerousindi-

viduals. Human resources management in the public sector adds an addi-

tional dimension with wider policy implications. Linda Gravett presents a

fresh look at ethical decision making based on her recent survey of more

than 500 human resources managers. Public sector organizations are well

represented within her sample (36% are public service, and 10% are not for

profit). Gravett herself is a former public employee, and she displays a par-

ticular sensitivity to the field. The contrasts and comparisons among the

public service, not-for-profit, and business sectors are often very revealing.

Although the book is only a couple of hundred pages long, her research

generates reams of descriptive statistics—most of it presented in tabular

form. Unfortunately, this format leaves little room for theory or discussion.

The book reads like the results section of a dissertation sprinkled with a few

of the author’s impressionistic comments. Gravett is often startled by her

own findings and admonishes survey respondents when the majority do not

conform to her predispositions or values.

The first two chapters offer an effective, concise introduction to organi-

zational ethics. Gravett intentionally steers clear of overly pedantic philo-

sophical discussions. Because human resources management is an applied

discipline, she focuses on real-world practices. She emphasizes trust charac-

terized by an open flow of information as an integral component of ethics.

Gravett says, “In an organization where trust is prevalent, information is

accurate, timely, and complete” (p. 8). The reader learns to identify behav-

iors within an organization that undermine a culture of trust. Examples

include the practice of workers who blame each other for problems, fail to

take responsibility for their own actions, and engage in counterproductive

turf battles. More specific to human resources management are recruiters

who try to attract new employees by making unrealistic promises and con-

cealing negative information about their organizations. The severest criti-

cism is reserved for human resources managers who allow inequitable

reward systems that tolerate incompetence and reward mediocrity.

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BOOK REVIEWS

Review of Public Personnel Administration,Vol. 24, No. 1 March 2004 77-86

© 2004 Sage Publications