Peran Pimpinan Sumber Daya Manusia Menjadi Leader Dalam Penegakan Etika Anti Diskriminatif

Tri Agus Saputra(1), Chandra Wijaya(2),

(1) Universitas Indonesia
(2) Universitas Indonesia


This article aims to look at the important role of anti-discriminatory ethics and the role of human resource managers as the main pillars of anti-discriminatory ethics enforcement. Discrimination is one type of ethical problem that arises in the field of employment. The task of eliminating discriminatory actions is generally the responsibility of the state, however, in practice many discriminatory cases that occur are not reached by the state so that in the end it requires an active role from entities outside the state structure to be at the forefront of resolving discriminatory problems. The method used in this study is a qualitative method with a qualitative descriptive approach through literature study. The data obtained and collected from the analysis of documents in the form of books, articles and government regulations. This study concludes that human resource managers are considered the closest and most suitable entity in the realm of ethical management because human resource managers are entities that are very close and face to face with humans in an organization. When talking about ethics, it will be very closely related to the relationship between humans and the relationship between humans and organizations.


Equality; Organization; Human Resources; Ethic Code; Discrimination.

Full Text:



Arens, A. A., Elder, R. J., & Beasley, M. S. (2012). Auditing and assurance services: An Integrated Approach (Fourtheenth Edition).

Bennington, L. (2007). HR managers as ethics agents of the state. Human resource management: Ethics and employment, 137.

Bertok, J. (1999). OECD Supports the Creation of Sound Ethics Infrastructure: OECD1 Targets Both the “Supply Side” and the “Demand Side” of Corruption. Public Personnel Management, 28(4), 673-687.

Caldwell, R. (2003). Models of change agency: a fourfold classification. British Journal of Management, 14(2), 131-142..

Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: From international HR to talent management. Journal of World Business, 51(1), 103–114.

Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches. Sage publications.

Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011). The Sage handbook of qualitative research. sage.

Dickens, L. (1999). Beyond the business case: approach to equality action. Human Resource Management Journal, 9(1), 9–19.

Demuijnck, G. (2009). Non-discrimination in human resources management as a moral obligation. Journal of Business Ethics, 88(1), 83-101.

Elizur, D., Borg, I., Hunt, R., & Beck, I. M. (1991). The structure of work values: A cross cultural comparison. Journal of Organizational Behavior, 12(1), 21-38.

Florini, A. (2003). Business and Global Governance - The Growing Role of Corporate Codes of Conduct. The Brookings Review, 21(2), 4–8.

Gibb, S. (2000). Evaluating HRM effectiveness: the stereotype connection. Employee Relations.

Harcourt, S., & Harcourt, M. (2002). Do employers comply with civil/human rights legislation? New evidence from New Zealand job application forms. Journal of Business Ethics, 35(3), 205-221.

Kardinah Indrianna Meutia, K. I. M., & Cahyadi Husadha, C. H. (2019). Pengaruh budaya organisasi dan komitmen organisasi terhadap kinerja karyawan. Jurnal Riset Manajemen dan Bisnis (JRMB), 4(1), 119-126.

Kellough, J. E. (1999). Reinventing public personnel management: Ethical implications for managers and public personnel systems. Public Personnel Management, 28(4), 655-671.

Lunenburg, F. C. (2010). Managing change: The role of the change agent. International journal of management, business, and administration, 13(1), 1-6.

Martin, G., & Woldring, K. (2001). Ready for the mantle? Australian human resource managers as stewards of ethics. International Journal of Human Resource Management, 12(2), 243–255.

Meisinger, S. (2002). Trust in the Top, HR Magazine, 47(10): 8.

Muchtar, M., Nisa, L. S., & Siska, D. (2020). Evaluasi Penerimaan CPNS bagi Penyandang Disabilitas di Pemerintah Provinsi Kalimantan Selatan. Jurnal Kebijakan Pembangunan, 15(2), 203-217.

Pfeiffer, R. S. (1992). Owing loyalty to one's employer. Journal of Business Ethics, 11(7), 535-543.

Thoman, D., & Lloyd, R. (2018). A review of the literature on human resource development: Leveraging HR as strategic partner in the high performance organization. Journal of International & Interdisciplinary Business Research, 5(1), 147-160.

Tran, H. (2015). Personnel vs. strategic human resource management in public education. Management in Education, 29(3), 112-118.

Ulrich, D., & Beatty, D. (2001). From partners to players: Extending the HR playing field. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 40(4), 293-307.

Villegas, S., Lloyd, R. A., Tritt, A., & Vengrouskie, E. F. (2019). Human resources as ethical gatekeepers: Hiring ethics and employee selection. Journal of Leadership, Accountability and Ethics, 16(2), 80-88.Peraturan:

Undang-undang Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara

Peraturan Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi Nomor 23 Tahun 2019 tentang Kriteria Penetapan Kebutuhan Pegawai Negeri Sipil dan Pelaksanaan Seleksi Calon Pegawai Negeri Sipil Tahun 2019


Peluncuran Core Values dan Employer Branding ASN, 27 Juli 2021,

Peluncuran Core Values dan Employer Branding Aparatur Sipil Negara, 27 Juli 2021, dari Istana Kepresidenan Bogor, Provinsi Jawa Barat,


Article Metrics

Abstract view : 0 times
PDF - 0 times


  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

Universitas Medan Area

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.